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Earn Project Management Institute Professional Development Units (PDUs) at UMT!

The Project Management Suite consists of self-paced courses that award 15, 30 or more PDUs each. The course number for PM Suite courses starts with UMT. Want even more PDUs? Choose from one of the self-paced academic courses that award PDUs (45 PDUs each). The course number for Academic courses starts with either MGT or CST.
Self-paced Project Management Suite Courses
With the self-paced Project Management Suite courses, students acquire the PDUs listed below. The courses provide:
  • Course modules containing cutting-edge knowledge developed by renowned experts in project management
  • Course textbook*
  • Mentors Studio™ Online Videos (selected courses only)
  • Think & Review section for each module
  • Answers to the Think & Review section
  • Final exam
  • Certificate of Completion.

Students must pass the final exam with a score of at least 70 percent in order to obtain the Certificate of Completion and be eligible for PDUs. There is a six month time limit for completing a course.

Self-paced Academic Courses
These courses are the standard UMT academic courses taken by degree and non-degree students alike. They allow students to work towards a degree, certificate or to simply enhance their knowledge while earning the PDUs listed.  Each of these academic course entitles students to 45 PDUs and 3 academic credits. Most of these courses include one or more exams and one or more written assignments.  The core contents of these courses is the same as for the self-paced Project Management Suite courses with the same course title. To enroll in these academic courses start by completing an Online Application so you can work with an Admissions Counselor to tailor a program right for you.  For academic courses, textbooks are not included.  Academic courses are structured for an 11-week study period; but they are self-paced and can be completed sooner.

UMTIT281 Iterative and Agile Project Management PMI ID: A281030 30 PDUs    $780.00    More Info Register
Iterative Project Management looks at current approaches to managing dynamic software development projects. Today, IT projects are increasingly employing what is called iterative and agile approaches to software development. These approaches stand in stark contrast to the traditional waterfall approach for software development, where the software development life cycle (SDLC) is defined in a linear fashion: requirements, analysis, design, implementation, testing. The iterative and agile approaches hold that a basic premise of the waterfall approach is that you are able to define all aspects of a software project at its outset. The iterative and agile approaches maintain that this premise does not hold up in an era of rapid technological and market change. Rather than scope out a whole project at the outset, iterative and agile approaches focus on developing small pieces of the desired system in an iterative fashion. Through this process, project risk is managed more effectively, and software products are more likely to reflect customer needs and wants.

UMTIT282 Information Technology Project Management PMI ID: A282030 30 PDUs    $780.00    More Info Register
There are more projects carried out in the information technology arena than all other business areas taken together. Regrettably, studies show that the great majority of IT projects experience some measure of failure. This course is geared toward reducing IT project failure by demonstrating how the application of good project management practice to the System Development Life Cycle (SDLC) can help IT projects be delivered more effectively. The course presents standard project management insights into initiating, planning, executing, controlling, and closing-out projects. In addition to reviewing scheduling, budgeting, and resource allocation techniques, it focuses on bridging the business-technology gap.

UMTPM007 Establishing a Project Office PMI ID: A007015 15 PDUs    $390.00    More Info Register
One of the hottest developments to hit project management in recent years has been recognition of the central role project support offices play in contributing to project success. These offices are substantially different from traditional program offices used on military and construction projects. Their job is not to run projects, but rather to provide an environment that enables project teams to function more effectively. They do this in a number of ways: providing administrative support, establishing methods and procedures, maintaining standards, offering consulting and mentoring services, and helping in training efforts.

Establishing a Project Office explores these and other functions of project support offices and examines how such offices can be established and maintained.

Establishing a Project Office is based on the work of UMT professors Dr. J. Davidson Frame and Mr. Tom Block. Variations of this course have been taught to some 8,000 participants over the past few years. It provides insights based on Frame and Block's work with project offices in more than 200 companies.

UMTPM008 E-commerce and Projects PMI ID: A008015 15 PDUs    $390.00    More Info Register
Today's technology is rapidly changing the environment in which projects are carried out. This course is geared to offer project professionals understanding of one of the most interesting developments that affect them: e-Commerce. It provides participants insights into the workings of e-Commerce, including an understanding of its technical underpinnings; its emerging role in driving business activity; and its strengths and weaknesses as a business model.

UMTPM009 Effective Estimation PMI ID: A009015 15 PDUs    $390.00    More Info Register
Bad estimates are a leading source of project failure: if you promise to do a five-month job in three-months --- and it really is a five-month job -- schedule slippages and cost overruns are hardwired into the project before any work has begun. Clearly, individuals and organizations intent on reducing the levels of project failure they encounter need to focus attention on improving the way they develop estimates of costs, schedules, and resource requirements.

This course balances the "soft" and "hard" dimensions of estimation. On the soft side, it emphasizes that factors, such as the optimism of the sales staff, the naivete of the technical team, and political pressures to win a job at any cost, contribute mightily to understating cost, schedule, and resource realities. On the hard side, it describes a series of techniques -- including trend extrapolation and Monte Carlo simulation -- that enable capable estimators to do a better job of forecasting project requirements.

Effective Estimation was developed by UMT Dean Dr. J. Davidson Frame and is based on the course he has taught as part of the PMI Project World Seminar series.

Note: Students who take Effective Estimation should not take PM251. Planning and Control

UMTPM011 Team-based Project Management PMI ID: A011015 15 PDUs    $390.00    More Info Register
Most managers realize that to manage effectively in today's turbulent environment, they must have good project management skills. However, what is not well understood is that project management is more than just scheduling! Certainly, the tools of project management are absolutely necessary for success, but they are not sufficient in and of themselves! In fact, more projects fail because the project manager lacks people skills than because of poor use of tools. This course equips you with the essential skills you need to manage the human side of projects successfully.

Although some individuals are naturally better at dealing with people than others, all of these skills can be learned. This course provides the vital methods of leading, motivating, and communicating with members of your project team to achieve critical project outcomes – skills that can be used in any discipline.

Team-based Project Management is based on the work of Dr. James P. Lewis. Dr. Lewis is an adjunct professor at UMT who has conducted project management training for more than 20,000 supervisors and managers around the world. He is founder and president of The Lewis Institute.

UMTPM012 Mastering Project Management PMI ID: A012015 15 PDUs    $390.00    More Info Register
Successful project management requires technical, process, and psychological skills. With this course, you learn how to bring these skill areas together to form the arsenal of tools needed to successfully achieve project objectives. Included are methods for making better decisions about projects, handling scheduling uncertainty, improving project management processes, and dealing with power and politics.

Special attention is given in this course to teaching participants to think like project managers – to be active instead of passive, to take responsibility for the project, and to take positive steps to keep on track. The reason for this emphasis is that we have found that many people learn the tools of project management, yet have no idea what is truly the role of a professional project manager.

Mastering Project Management is based on the work of Dr. James P. Lewis. Dr. Lewis is an adjunct professor at UMT who has conducted project management training for more than 20,000 supervisors and managers around the world. He is founder and president of The Lewis Institute.

UMTPM013 Managing Needs and Requirements PMI ID: A013015 15 PDUs    $390.00    More Info Register
All projects arise in response to needs. In theory, the whole project effort should be geared toward addressing these needs. Unfortunately, needs are often incorrectly identified, poorly articulated, or simply ignored. Requirements, in turn, are the physical embodiment of the needs. If needs are poorly defined, then the requirements that address them will be off-target, no matter how brilliantly formulated. Ultimately, many project failures are rooted in the poor development of needs and requirements at the project outset. In this case, project work has not even begun when failure is hardwired into the project.

This course focuses on all aspects of the needs-requirements life-cycle, including needs recognition, needs articulation, development of business requirements, development of functional requirements, and development of specifications. It reviews the pitfalls practitioners face in identifying the full range of customers, sorting through the contending needs of multiple customers, articulating needs so that technical personnel can understand them, and managing changes to requirements (scope creep). It examines significant techniques that help in the elicitation and specification of both needs and requirements.

Note: Students who take Managing Needs and Requirements should not take UMTIT282. Information Technology Project Management.

UMTPM014 Project Leadership PMI ID: A014030 30 PDUs    $780.00    More Info Register
It is not enough to be a good administrator or good manager. Today, getting things done successfully requires leadership. Project Leadership focuses on the need for leadership on project teams. Leadership is particularly important when running projects, because traditional hierarchy-based command and control skills do not work in project environments: you cannot command team members to plan, execute, and sustain excellence—you must lead them to do what needs to be done.

UMTPM015 Work Breakdown Structure PMI ID: A015015 15 PDUs    $390.00    More Info Register
One of the most important steps project planners take when planning a project is to develop a work breakdown structure (WBS). WBSs are instrumental in defining a project's scope. By decomposing the deliverable into constituent pieces, planners can make the planning process more manageable.

This course offers a detailed examination of what WBSs are, how they provide the basis for planning budgets and schedules, how they can be used to estimate project budgets, how they play a central role in integrated cost/schedule control, and how they can be tailored to meet the needs of individual projects. At the end of the course, students know how to build them for large and small projects alike.

The treatment of WBSs in this course is compliant with the following standards: PMBOK Guide, PMI's Practice Standard for Work Breakdown Structures (2nd ed., 2006), IPMA's Competence Baseline, and Military Handbook 881A.

UMTPM016 Earned Value Management Systems PMI ID: A016015 15 PDUs    $390.00    More Info Register
This course examines in depth what some experts have called the single most important innovation in project management since the development of PERT/CPM networks. Earned value management (EVM) enables project staff and customers to keep track of cost and schedule performance on projects. Many people have likened it to a dashboard that provides early warning of incipient problems on projects. While it was originally developed to deal with major programs, it can be used productively on projects as small as $10,000.

EVM underwent a major change in the late 1990s, when the US Defense Department shifted responsibility for maintaining EVM from itself to the American National Standards Institute (ANSI) and the Electronic Industries Association (EIA). The course looks at differences between the old DODI 7000.2 standard (Defense Department) and the new ANSI/EIA-748-A standard. Because a large portion of the Federal government continues to employ the old approach, the course uses both traditional and contemporary EVM nomenclature, so that both Federal and non-Federal students can follow the course content readily.

The treatment of EVM in this course is compliant with the PMBOK Guide, PMI's Practice Standard for Earned Value Management, and ANSI/EIA-748-A.

UMTPM017 Critical Chain Project Management PMI ID: A017015 15 PDUs    $390.00    More Info Register
This course on the critical chain scheduling technique is designed to introduce students to a new approach to scheduling that is leading to the creation of more realistic schedules than we have experienced using traditional scheduling techniques. One theme that will be emphasized is that critical chain scheduling is practical. Many people, when they understand the basic notions of critical chain scheduling, make the comment: "Why, it's just common sense scheduling!" They are correct.

When studying the critical chain method, it is important that students do not approach it as some arcane methodology that requires advanced knowledge of mathematics and operations research. While all scheduling requires discipline, estimating skills, and the ability to handle numbers, it is not rocket science. If you find yourself getting hung up on technique and you ignore common sense and good judgment, then you are doing something wrong. The most advanced scheduling algorithm in the world has little value if it does not accommodate human foibles, inconsistencies, politics, resource bottlenecks, and other "soft" issues of this ilk.

This course takes a common sense approach. Once students have completed it, they can start applying the principles they have learned. For those of you who want to explore the material in more detail, you should certainly read Robert C. Newbold's book, Project Management in the Fast Lane (Saint Lucie Press, 1999), and, of course, should obtain a copy of Eliyahu Goldratt's seminal work (a novel) titled Critical Chain (The North River Press, 1997).

Note: Students who take Critical Chain Project Management should not take UMTPM251. Planning and Control.

UMTPM200 Business Basics for Project Professionals PMI ID: A200030 30 PDUs    $780.00    More Info Register
To a large extent, project management today is business management. Traditionally, project managers were primarily concerned with executing project plans. But today, they are business managers, because managing a project is tantamount to running a business. This course provides project professionals who do not have a business background with an overview of general business skills that they should possess if they are to be effective business managers. It covers all the basic business skills, including finance, accounting, marketing, operations, organizational development, contracting and procurement. Business topics that are covered are illustrated with practical examples. This course is, in a nutshell, a 30 PDU MBA!

UMTPM201 Communication and Soft Skills PMI ID: A201030 30 PDUs    $780.00    More Info Register
This course is designed to help project workers develop "soft" skills that will enable them to deal effectively with customers, coworkers, managers, vendors, and anyone else who they encounter during the course of their project efforts.

Traditionally, project management has focused on the straight forward scheduling of project work efforts. But experience shows that mastery of traditional techniques will not lead to success unless project professionals are also able to deal effectively with a wide range of players. In the final analysis, project success and failure hinges on people issues, so developing people skills should be a top priority.

UMTPM215 Operations, Logistics, and Supply Chain Management PMI ID: A215030 30 PDUs    $780.00    More Info Register
Looking for productivity gains? Then you need to strengthen your organization’s operations. Operations Management is an up-to-date course examining all aspects of current practice for improving an organization’s operations, enabling it to produce solutions faster, better, cheaper.

UMTPM236 Decision Making PMI ID: A236030 30 PDUs    $780.00    More Info Register
Project professionals are decision makers. The better their decision making skills, the better they perform on their projects. The most important decision making skills for them to master are those that deal with basic realities that are seldom covered in decision making courses. This course focuses on seven decision making realities that project professionals should understand. It covers such topics as the need to thoroughly understand a decision's social space, to be on the lookout for scalawags, and to recognize that when bringing together facts to inform a decision, what you see is often not what you get. It points out that nearly all decisions of consequence require balancing the contending needs of multiple players – and that the biggest part of a decision maker's job may be to get these players on the same page. And it examines recent group decision making trends, which suggest that leaderless, distributed decision making is here to stay. This course is based on research carried out by PMIWDC chapter member J. Davidson Frame while writing Framing Decisions: Decision Making that Accounts for Irrationality, People, and Constraints (Wiley, 2013). Dr. Frame is author of eight project management books, two of which were business best sellers. He taught decision making courses at George Washington University for nineteen years – where was Chair of the Management Science Department. He served on PMI's Board of Directors and was PMI's Director of Certification and Director of Education Services. He is a PMI Fellow.

The course includes 8 learning modules, 11 instructor videos, UMT Think&Review™ exercises, a final exam, and a certificate of completion which makes students eligible for 30 PDU credits (given upon exam completion). Plus, each student receives a free copy of the course text, Framing Decisions.

UMTPM245 Technological Entrepreneurship and Innovation PMI ID: A245030 30 PDUs    $780.00    More Info Register
“Innovate or die!” These are the watchwords of forward-thinking enterprises today. Google, iPod, Blue Ray and PayPal each began as an idea that was brought to realization through projects. Each incorporated technological innovations that propelled it forward. But building a better mouse trap is not enough. Break-through products and processes are carried forward by risk-taking entrepreneurs who bring together financial, marketing, technical and organizational resources that collectively contribute to product and process success.

This course looks at how creativity, entrepreneurship, technological innovation and project management work together to enable enterprises to function effectively in today’s fast-paced world. It shows how successful innovations rest on satisfying market needs, raising capital, protecting intellectual property, managing projects flexibly, managing risk, and putting together high-performing teams.

UMTPM250 Project Management PMI ID: A250030 30 PDUs    $780.00    More Info Register
When asked to define their jobs, project managers consistently report: “My job is to get the job done!” This course provides basic knowledge on what it takes to carry out projects effectively. It looks at standard project management tools and techniques and investigates the all-important human dimension of project management. It is a nuts-and-bolts course that presents participants with an overview of “everything you need to know” to manage projects effectively – from selecting projects with a range of prioritization techniques; to planning schedules, budgets, and resource allocations; to controlling projects once they are underway; to conducting periodic sanity checks to see that the project on fundamentally on-target; to closing out projects and assuring customer satisfaction.

The course places a heavy emphasis on the organizational context of project management. It looks at people-related topics such as how to manage tasks when you have responsibility without authority; how to structure project teams most effectively; and how to negotiate political waters.

Note: Students who take Project Management should not take UMTIT282. IT Project Management.

UMTPM251 Planning and Control PMI ID: A251030 30 PDUs    $780.00    More Info Register
Effective planning and control entails developing skills that go far beyond mastery of Microsoft Project! To begin with, it requires the development of solid cost, duration, and resource estimates, which means that practitioners need to learn the principles of effective estimation. In planning projects, they also need to know how to construct product-oriented and task-oriented work breakdown structures (WBSs), since WBSs form the foundation of schedules and budgets. In the scheduling arena, today’s practitioners need to go beyond PERT/CPM and should get up to speed on brand new scheduling techniques, such as critical chain scheduling and time-boxed scheduling. And once the project is underway, they should be able to track actuals-versus-planned in order to keep the project under control.

Note: Students who take Planning and Control should not take UMTPM010. Critical Chain and Time-boxed Scheduling or UMTPM009. Effective Estimation.

UMTPM252 Project Finance and Budgeting PMI ID: A252030 30 PDUs    $780.00    More Info Register
Project professionals today must function as business people, whether they work in the private sector or government. Before a project is selected, they need to be able to make a business case that weighs benefits against costs. This requires a range of financial and estimation skills. After a project is launched, they must be able to prepare a definitive cost estimate and to build a budget upon it. During project execution, they should be excellent at examining actual vs. budgeted expenditures for the purpose of maintaining cost control. They also need to know how to terminate projects that are not achieving their financial goals.

Project Finance and Budgeting provides insights into managing the financial end of projects. The financial skills effective project professionals need are substantial, ranging from cost estimation, to capital budgeting, to understanding economics basics, to knowing fundamental accounting principles, to engaging in cost control. All these skills are taught. The learning is reinforced with plenty of real world examples and exercises.

UMTPM253 Risk Management PMI ID: A253030 30 PDUs    $780.00    More Info Register
Risk is a pervasive reality in business. It arises because we live in a world of uncertainty. This course examines the origins of risk and provides insights on how to manage it. It acknowledges that not all risk is bad, that in fact with risks we also encounter opportunities.

The course is structured around the risk management process defined in A Guide to the Project Management Body of Knowledge (PMBOK), published by the Project Management Institute. Consequently, it addresses the six steps of the PMBOK risk management process: 1) risk planning; 2) risk identification; 3) qualitative risk analysis; 4) quantitative risk analysis; 5) risk response planning; and 6) risk monitoring and control. In dealing with these topics, the course looks both at concepts and tools.

UMTPM254 Contracts and Procurement PMI ID: A254030 30 PDUs    $780.00    More Info Register
It seems as if everything is being outsourced on our projects these days! Consequently, smart project professionals recognize that they need to strengthen their contracts and procurement skills to deal with today’s outsourcing realities.

This course takes a two-tiered approach to teaching contracting and procurement skills. The first tier focuses on covering basic concepts and techniques that are needed to function effectively in an acquisition environment. The second explores hot concepts being promoted today, such as the faster, better, cheaper method that is a spin-off of the Lean Aerospace Initiative (LAI), increased reliance on Statements of Objectives (SOOs), and the various approaches to acquisition streamlining.

UMTPM255 Quality Management PMI ID: A255030 30 PDUs    $780.00    More Info Register
Projects are concerned with quality issues. To achieve quality deliverables, organizations must establish processes that lead to consistent performance and deal flexibly with customer needs and wants.

This course offers a comprehensive view of developments in quality management over the past fifty years. It looks at the evolution of perspectives on quality, ranging from the simple view that quality is conformance to specifications to more sophisticated perspectives that see quality as a reflection of customer experiences. It highlights key thinkers, theories, and techniques.

Finally, the course focuses on how the quality perspectives that arose in the production environment can be applied with equal effectiveness in project environments.

UMTPM258 International Project Management PMI ID: A258030 30 PDUs    $780.00    More Info Register
Today, going global means that projects are increasingly being carried out using virtual teams with members scattered over the globe. This environment presents special challenges to project enterprises and project professionals: dealing with different cultures and languages; understanding global legal requirements; protecting intellectual property; and understanding basic principles of international economics and trade. This course provides a comprehensive introduction to the management of international projects.

UMTPM278 Managing Multiple Projects PMI ID: A278030 30 PDUs    $780.00    More Info Register
As project management becomes a dominant approach employed in managing business and government enterprises, we find that organizations typically handle a number of projects at any given time. This presents them with challenges they do not face when managing only one project. With multiple projects, for example, the scheduling, budgeting, and resource needs of different projects must be balanced. High priority projects may siphon resources from other projects.

This course examines what it takes to manage multiple projects. It focuses on two broad approaches: managing project portfolios and managing major programs. When covering portfolio management topics, it looks at the risk and business implications of different portfolio scenarios, shows how to take strategic factors into account when building portfolios (employing gap analysis), and demonstrates how resources can be allocated across projects using basic tools, such as resource histograms and resource Gantt charts. When covering program management, it focuses on how to coordinate the budget, schedule and resource efforts of different projects in order to produce a major deliverable on time, within budget, and according to specifications.

UMTPM279 Management of Major Programs PMI ID: A279030 30 PDUs    $780.00    More Info Register
One of the great challenges of the 21st century is managing large scale work efforts. Increasingly, managers find themselves in situations where they are responsible for carrying out project implementations that are far larger and more complex than in the past.

This course goes beyond standard project management theory and practice to examine what it takes to manage truly major programmatic efforts. Because virtually all of the principal tools of program management emerged in the government sector, the course looks at the government’s approach to managing programs, including guidance from OMB Circular A-109 (Major System Acquisition), A-11 (Budget Cycle), ANSI/EIA 649 and Mil-Hdbk-61A (Configuration Management), Mil-Hdbk-881 (WBS construction), ANSI/748 (Earned Value Management), and the Federal Acquisition Regulations (FAR). It illustrates principles and practices with real world examples, including: specific military programs, space programs, the Hong Kong airport project, a $1.3 billion project to develop telecommunications infrastructure in a major company, programs to revamp computer networking capabilities in global firms.

UMTPM299 Strategic Management for Project Professionals PMI ID: A299015 15 PDUs    $390.00    More Info Register
Over the past twenty years, project management has matured dramatically. At the outset, it was primarily concerned with getting a job done under cost and schedule constraints. Today, it is a key component of the business strategies of enterprises, since in today’s project-based enterprises, strategic goals are achieved through the execution of projects. Consequently, project professionals need to get up to speed on strategic management principles and practices. They need to understand how to define objectives and goals that dovetail with the enterprise’s strategic direction. They need to be familiar with major strategic planning concepts, including gap analysis, core competency, balanced scorecard, and value chain. With insights into the strategic management process, they will be able to select and plan projects so that they dovetail with their enterprise’s overall strategies.

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