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Ultimate Project Management Training Series – 9 Courses

Learn essential project management skills to effectively lead technical projects, meet deadlines, coordinate teams, and ensure successful outcomes.


109 Hrs 57 Min396 Videos1,078 QuestionsCertificate of CompletionClosed Captions

Ultimate Project Management Training Series – 9 Courses



When a project slips, the pain shows up fast: missed dates, confused stakeholders, burned-out team members, and a manager who is suddenly spending more time explaining problems than solving them. That is exactly where the bob mcgannon project management: technical projects course earns its keep. This course is built for people who have to lead technical work where the details matter, the dependencies are real, and “we’ll fix it later” is never a strategy. I built this training to help you handle the actual job of project management: planning work that technical teams can execute, keeping scope under control, and making sure delivery stays aligned with business goals.

This is not theory for theory’s sake. It is practical it management training that shows you how to think like a project leader in environments where software, infrastructure, operations, and business needs intersect. If you are looking for an it project management class that respects the reality of technical teams, this one does. It gives you the structure to manage uncertainty without losing control, and it explains why certain project management habits work in the real world while others fall apart the moment a deadline gets tight.

What the bob mcgannon project management: technical projects course actually teaches

This bob mcgannon project management: technical projects course focuses on the kind of project work that lives in IT departments, software teams, infrastructure groups, and technical operations. You learn how to define the project correctly before work starts, how to build a plan that the team can actually follow, and how to keep the project moving when priorities change. That includes managing scope, milestones, risk, communication, and team accountability in a way that works for technical delivery.

What I like about this course is that it does not treat project management as a set of abstract ceremonies. It treats project management as a decision-making discipline. You will look at how to break down work, how to sequence tasks, how to identify what is truly critical, and how to keep stakeholders informed without drowning them in noise. Those are the skills that separate a person who “tracks projects” from a person who can actually lead them.

This is also where the course connects directly to isb it project management expectations: disciplined planning, realistic delivery, and communication that keeps sponsors, engineers, and end users aligned. Whether your work is waterfall, agile, or a hybrid of both, the course gives you a usable framework for moving technical work from idea to completion.

  • Defining project goals and business outcomes clearly
  • Building workable project plans for technical environments
  • Managing scope, schedule, risk, and change
  • Improving communication with stakeholders and team members
  • Leading delivery without micromanaging the technical team

Why technical project management is different from generic project management

A marketing project, a facilities upgrade, and a cloud migration may all be “projects,” but the rules change quickly when technical work is involved. Dependencies are deeper, the unknowns are larger, and the consequences of a bad assumption are usually expensive. In technical work, you are often managing people who know more about the implementation than you do, which means your real job is not to pretend you are the expert. Your job is to create the conditions for experts to do their best work.

The course teaches that distinction well. In a technical project, vague scope becomes technical debt, rushed timelines become outages, and poor stakeholder alignment becomes rework. The it project management course approach here helps you spot those failure points early. You will learn how to ask better questions, how to surface hidden constraints, and how to translate business language into delivery language that engineers and analysts can act on.

That is why this course is especially useful for people managing software releases, infrastructure rollouts, security initiatives, systems integrations, data projects, or process improvement efforts. These projects do not fail because nobody cared. They fail because the planning was too shallow for the complexity of the work. Good technical project management is about reducing ambiguity before it becomes expensive.

If you can keep a technical team aligned on scope, risks, dependencies, and decisions, you are already doing the hardest part of the job.

How this course helps you manage Agile, Scrum, and hybrid delivery

Most technical teams do not work in a clean, pure methodology. They work in the real world: some agile practices here, some formal approvals there, maybe a sprint cadence wrapped around a release process or change-control gate. This is where many project managers get into trouble, because they try to force the team into a process that looks neat on paper but collapses in practice. This course helps you think more flexibly.

You will gain a solid foundation in Agile thinking, Scrum principles, sprint planning, backlog management, and iterative delivery. Just as important, you will understand when Agile helps and when it needs support from more traditional project controls. That matters if your team is doing software development, application enhancement, or product delivery where requirements evolve but deadlines still matter. The course also touches the behaviors that make Agile fail: unclear priorities, weak product ownership, and teams that confuse speed with progress.

For project leaders, this is useful because you do not need to become doctrinaire. You need to become effective. A strong it project management class should teach you how to steer a team through changing requirements while still protecting the schedule and the business case. That is exactly the mindset this training develops.

  • Supporting sprint planning and iterative delivery
  • Keeping a product backlog organized and actionable
  • Working with Scrum roles and ceremonies correctly
  • Using Agile methods without losing control of commitments
  • Adapting project governance for hybrid environments

What you gain from the certification-focused portions of the training

This bundle is especially valuable if your goals include certification preparation, because it does not isolate exam knowledge from actual job performance. Too many people study for certifications as if they were memorizing trivia. That is a mistake. Good project management exams reward judgment, not just vocabulary. This training helps you build the judgment behind the terminology.

The bundle includes coverage aligned with the Certified Associate in Project Management (CAPM), Project Management Professional (PMP), PMI Risk Management Professional (PMI-RMP), and related structured project management topics. You also get training around Scrum and Agile practices, including material that supports the Professional Scrum Master path. For anyone comparing options, this is more than just another it project management course; it is a roadmap through the language and logic of formal project delivery.

If you are preparing for a PMI exam, you need more than definitions. You need to understand why a control process exists, how risk responses are chosen, how stakeholders are classified, and how delivery decisions affect outcomes. If you are pursuing Agile or Scrum credentialing, you need to know how roles, artifacts, and events work together. The training is useful because it helps you connect those dots. That is the difference between passing a test and being trusted with real projects.

Common areas this training strengthens

  1. Project initiation and charter thinking
  2. Schedule and scope control
  3. Risk identification and response planning
  4. Stakeholder communication and expectation management
  5. Agile ceremonies, roles, and delivery rhythm
  6. Quality, change control, and project closure discipline

The practical skills employers care about most

If you sit in front of a hiring manager, the questions rarely sound like exam questions. They sound like this: Can you keep the team on track? Can you handle a difficult sponsor? Can you tell when a schedule is fantasy? Can you stop scope creep without creating political damage? This course is built around those realities.

You will develop skills that are immediately useful in project coordinator, project analyst, junior project manager, technical project manager, IT project manager, Scrum Master, and program support roles. In larger organizations, those same skills help you move into PMO, delivery management, or operations leadership. You are learning how to communicate clearly, document decisions, forecast risk, and guide a team through ambiguity.

The reason that matters for your career is simple: organizations do not promote people because they can recite process. They promote people who can get results while keeping the room calm. A strong it management training path teaches you to do exactly that. You begin to understand how to balance schedule, scope, cost, and quality without pretending all four can always be maximized at the same time. That judgment is what employers notice.

  • Writing clearer status updates and executive summaries
  • Identifying delivery risks before they become issues
  • Leading meetings that produce decisions, not just conversation
  • Managing scope changes with discipline
  • Supporting team accountability without creating friction

Who should take this project management training

This course is a strong fit if you are already working in technical environments and need to formalize what you do. It is also a smart place to start if you are moving into project work from systems administration, business analysis, software testing, development, service management, or operations. In fact, many of the best technical project managers I have seen did not begin their careers as “project people.” They were the ones who naturally organized work, clarified confusion, and kept delivery moving.

It is also useful if you are trying to step into a more structured role and need confidence with formal methods. If you are planning to study for a CAPM or PMP later, or if you want to build up your Agile and Scrum foundation first, this training gives you a solid base. If you are already managing projects but feel like you are improvising too often, the course helps you replace guesswork with a repeatable approach.

In short, the course is for:

  • Aspiring project managers entering IT or technical operations
  • IT professionals asked to lead cross-functional initiatives
  • Business analysts and coordinators moving toward delivery leadership
  • Technical team leads who need stronger project structure
  • Professionals preparing for PMI-, Agile-, or Scrum-related study

How the bundle supports real career growth

There is a practical reason project management remains such a durable career path: every organization runs on initiatives, and most initiatives need someone who can coordinate people, decisions, and timelines. The salary upside is real too. Depending on experience, industry, and location, project professionals in technical environments often see compensation that ranges from the mid-five figures into well over six figures, especially when they move into senior IT project manager, program manager, or delivery leadership roles. Certifications and experience help, but the ability to run difficult projects well is what gets you noticed first.

This bob mcgannon project management: technical projects course supports that growth by giving you language and structure you can use immediately in interviews and on the job. You will be able to speak intelligently about scope control, stakeholder management, Agile delivery, risk response, and team coordination. That matters because employers are not just hiring a title. They are hiring a person who can reduce chaos and deliver outcomes.

If you are comparing options, this it project management course stands out because it bridges methodology and application. You are not just learning buzzwords. You are learning how to lead work that has real constraints and real consequences.

The best project managers I know do not try to control everything. They create clarity, keep momentum, and make good decisions visible before they turn into problems.

What to expect when you take the course on demand

Because this is an on-demand course, you can begin immediately and move at the pace that works for you. That is a big advantage if you are studying around a full-time job, managing shift work, or trying to build your skills between active projects. The flexibility matters, but the real value is that you can revisit the material when a concept becomes relevant on the job. A lesson on risk management means more when you are about to launch a migration or a rollout.

As you progress through the training, keep your focus on application. Do not just ask, “What is the definition?” Ask, “How would I use this on a real technical project next week?” That mindset will help you get more out of the material and make the learning stick. It will also sharpen the habits that matter in interviews, in certification prep, and in actual project execution.

If you are serious about building a career in delivery leadership, this is the kind of course that pays off because it respects both the exam and the workplace. It gives you structure without making you rigid, and it gives you confidence without teaching you bad habits. That balance is rare, and in project management, it is exactly what you want.

PMI®, PMP®, PMI-RMP®, CAPM®, Scrum Alliance®, and Professional Scrum Master are trademarks of their respective owners. This content is for educational purposes.

Project Management Professional PMP PMI V7 Course Content

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Module 1: Preparing for and Taking the PMI PMP v7 Exam
  • 1.1 Preparing to Take the PMP v7 Exam From PMI
  • 1.2 PMI PMP v7 Exam Characteristics
Module 2: Process Domain – PMI – PMP v7
  • 2.1 What’s New in PMBOK 7
  • 2.1.1 Performance Domains
  • 2.2 Process Domain and Framework defined
  • 2.3 Predictive, Iterative, Incremental and Adaptive Project Life Cycles
  • 2.4 Framework Definitions
  • 2.5 Project Manager Skills
  • 2.6 Framework Key Points to Remember
  • 2.6.1 Framework Key Points to Remember -Incorporating Agile
  • 2.7 Framework Example Questions Review
  • 2.8 Project Integration Management Knowledge Area Defined
  • 2.9 Develop Project Charter and Develop Project Management Plan
  • 2.10 Direct and Manage Project Work, Manage Project Knowledge, and Monitor and Control Project Work
  • 2.11 Perform Integrated Change Control
  • 2.12 Close Project or Phase
  • 2.13 Integration Key Points to Remember
  • 2.13.1 Integration Key Points to Remember – Incorporating Agile
  • 2.14 Integration Example Questions Review
  • 2.15 Project Scope Management Knowledge Area Defined
  • 2.16 Plan Scope Management and Collect Requirements
  • 2.17 Define Scope and Create WBS
  • 2.18 Breakdown Structures used in WBS Dictionary
  • 2.19 Validate Scope and Control Scope
  • 2.20 Defining Requirements in Agile
  • 2.21 Prioritizing requirements in Agile, Definition of Done and Rolling Wave Planning
  • 2.22 Scope Key Points to Remember
  • 2.22.1 Scope Key Points to Remember – Incorporating Agile
  • 2.23 Scope Example Questions Review
  • 2.24 Project Schedule Management Knowledge Area Defined
  • 2.25 Plan Schedule Management, Define Activities, and Sequence Activities
  • 2.26 Dependencies, Predecessors, Leads, and Lags
  • 2.27 Estimate Activity Durations
  • 2.28 Develop Schedule
  • 2.29 Critical Path Method
  • 2.30 Schedule Compression
  • 2.31 Resource Leveling, Schedule Format, and Control Schedule
  • 2.32 Agile Estimating
  • 2.33 Agile Schedule Planning and Reporting
  • 2.34 Schedule Key Points to Remember and Example Question review
  • 2.35 Project Cost Management Knowledge Area Defined
  • 2.36 Plan Cost Management and Estimate Cost
  • 2.37 Types of Cost, Expected Present Value, Sunk Costs, and Depreciation
  • 2.38 Life Cycle Costing, Status Reporting, and Determine Budget
  • 2.39 Control Costs, and Earned Value Management
  • 2.40 Earned Schedule, and Agile Cost Control
  • 2.41 Cost Key Points to Remember
  • 2.41.1 Cost Key Points to Remember – Incorporating Agile
  • 2.42 Cost Example Questions Review
  • 2.43 Project Quality Management Knowledge Area Defined
  • 2.44 Plan Quality Management
  • 2.45 Manage Quality
  • 2.46 Control Quality
  • 2.47 Continuous Improvement in Agile-Adaptive Life Cycles – Kaizen and Process Analysis
  • 2.48 Continuous Improvement in Agile-Adaptive Life Cycles – Retrospectives
  • 2.49 Quality Key Points to Remember
  • 2.49.1 Quality Key Points to Remember – Incorporating Agile
  • 2.50 Quality Example Questions Review
  • 2.51 Project Risk Management Knowledge Area Defined
  • 2.52 Risk Management Plan and Identify Risks
  • 2.53 Risk Register and Issues Vs Risk
  • 2.54 Perform Qualitative and Quantitative Risk Analysis
  • 2.55 Plan Risk Responses
  • 2.56 Implement Risk Responses and Monitor Risks
  • 2.57 Agile Risk Tools and Risk Key Points to Remember
  • 2.57.1 Agile Risk Tools and Risk Key Points to Remember – Incorporating Agile
  • 2.58 Risk Example Questions Review
  • 2.59 Project Procurement Management Knowledge Area Defined
  • 2.60 Plan Procurement Management and Conduct Procurements
  • 2.61 Contracts
  • 2.62 Share and Point of Total Assumption
  • 2.63 Procurement Documents
  • 2.64 Non-Competitive Awards and Control Procurements
  • 2.65 Agile Contracts
  • 2.66 Procurement Key Points to Remember and Example Questions Review
  • 2.66.1 Procurement Key Points to Remember – Incorporating Agile
Module 3: People Domain – PMI – PMP v7
  • 3.1 People Domain and Project Communications Management Knowledge Area Defined
  • 3.2 Plan Communications Management
  • 3.3 Manage and Monitor Communications
  • 3.4 Agile Communications
  • 3.5 Communications Key Points to Remember
  • 3.6 Communications Example Question Review
  • 3.7 Project Stakeholder Management Knowledge Area Defined
  • 3.8 Stakeholder Position Descriptions
  • 3.9 Identify Stakeholders
  • 3.9.1 Identify Stakeholders – Incorporating Agile
  • 3.10 Plan Stakeholder Engagement and Manage Stakeholder Engagement
  • 3.11 Monitor Stakeholder Engagement and Agile Stakeholder Engagement Techniques
  • 3.12 Stakeholder Management Key Points to Remember
  • 3.12.1 Stakeholder Management Key Points to Remember – Incorporating Agile
  • 3.13 Stakeholder Management Example Question Review
  • 3.14 Resource Management Knowledge Area Defined
  • 3.15 Plan Resource Management and Estimate Activity Resources
  • 3.16 Acquire Resources and Develop Team
  • 3.17 Manage Team
  • 3.17.1 Manage Team – Focus on Servant Leadership
  • 3.18 Control Resources and Agile Teaming Concepts
  • 3.19 Other Agile Teaming Concepts
  • 3.20 Agile team roles and challenges
  • 3.21 Resources Key Points to Remember
  • 3.22 Resources Example Question Review
Module 4: Business Environment Domain – PMI – PMP v7
  • 4.1 Business Environment Domain Defined
  • 4.1.1 Business Environment Domain Defined – Focus on Organization Chnge Management
  • 4.2 Project Selection Tools
  • 4.3 PMO, Organizational Structure, and Reports
  • 4.3.1 PMO, Organizational Structure and Reports – Matching PMO's to PMBOK Terms
  • 4.4 Agile in the Business Environment
  • 4.5 Business Environment Key Points to Remember and Example Question Review
  • 4.6 Test Taking Tips and Techniques for PMI PMP v7
  • 4.6.1 Question Formats for PMI PMP v7
  • 4.6.2 Post Certification Requirements for PMI PMP
  • 4.7 Course Closing

PMI Risk Management Professional (PMI-RMP) 6th Edition Course Content

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Module 1: Risk Management Fundamentals
  • Instructor Intro
  • Course Intro
  • Risk Management Fundamentals Pt 1
  • Risk Management Fundamentals Pt 2
Module 2: Test Requirements
  • Test Requirements
Module 3: Test Domains
  • Test Domains Pt 1
  • Test Domains Pt 2
Module 4: Risk Strategy and Planning
  • Risk Strategy and Planning Pt 1
  • Risk Strategy and Planning Pt 2
Module 5: Stakeholder Engagement
  • Stakeholder Engagement Pt 1
  • Stakeholder Engagement Pt 2
  • Stakeholder Engagement Pt 3
  • Stakeholder Engagement Pt 4
Module 6: Risk Process Facilitation
  • Risk Process Facilitation Pt1
  • Risk Process Facilitation Pt2
  • Risk Process Facilitation Pt3
Module 7: Risk Monitoring and Reporting
  • Risk Monitoring and Reporting Pt 1
  • Risk Monitoring and Reporting Pt 2
  • Risk Monitoring and Reporting Pt 3
Module 8: Specialized Risk Analyses
  • Specialized Risk Analyses Pt 1
  • Specialized Risk Analyses Pt 2
  • Specialized Risk Analyses Pt 3
Module 9: RMP Recap
  • RMP Recap
Module 10: RMP Review Questions
  • RMP Review Questions Pt 1
  • RMP Review Questions Pt 2
  • RMP Review Questions Pt 3
  • RMP Review Questions Pt 4
  • RMP Review Questions Pt 5

AGILE/XP Course Content

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Module 1 : Agile Principles and Mindset
  • Agile Introduction XP
  • Agile Core Principles XP
  • Lean Product Development XP
  • Agile Leadership Tasks XP
  • Agile Communications XP
Module 2 : Value Driven Delivery
  • Value Driven Delivery XP
  • Value Driven Delivery XP Part2
Module 3 : Stakeholder Engagement
  • Stakeholder Engagement XP
  • Facilitation Tools XP
Module 4 : Team Performance
  • Team Performance XP
  • Digital Tools for Distibuted Teams XP
Module 5 : Adaptive Planning
  • Adaptive Planning XP
  • Adaptive Planning Part2 XP
Module 6 : Problem Detection and Resolution
  • Problem Detection and Resolution XP
Module 7 : Continuous Improvement
  • Continuous Improvement XP

AGILE/Scrum Course Content

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Module 1 : Agile Principles and Mindset
  • Agile Introduction Scrum
  • Agile Core Principles Scrum
  • Lean Product Development Scrum
  • Agile Leadership Tasks Scrum
  • Agile Communications Scrum
Module 2 : Value Driven Delivery
  • Value Driven Delivery Scrum
  • Value Driven Delivery Scrum Part2
Module 3 : Stakeholder Engagement
  • Stakeholder Engagement Scrum
  • Facilitation Tools Scrum
Module 4 : Team Performance
  • Team Performance Scrum
  • Digital Tools for Distibuted Teams Scrum
Module 5 : Adaptive Planning
  • Adaptive Planning Scrum
  • Adaptive Planning Scrum Part2
Module 6 : Problem Detection and Resolution
  • Problem Detection and Resolution Scrum
Module 7 : Continuous Improvement
  • Continuous Improvement Scrum

Certified Associate in Project Management (CAPM) 6th Edition Course Content

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Module 1 : Getting Certified to take the Examination
  • Intro
Module 2 : Techniques for Preparing for and Taking the Examination
  • Getting Certified to take the Exam
  • Techniques for Preparing for the Exam
Module 3 : Project Management Framework
  • PMBOK Framework prt1
  • PMBOK Framework prt2
  • PMBOK Framework prt3
Module 4 : Project Integration Management
  • Project Integration Mgmt
  • Project Integration Mgmt prt2
  • Integration Questions
Module 5 : Project Scope Management
  • Project Scope Mgmt
  • Project Scope Mgmt prt2
  • Scope Questions
Module 6 : Project Schedule Management
  • Project Schedule Mgmt
  • Project Schedule Mgmt prt2
  • Project Schedule Mgmt prt3
  • Schedule Knowledge Questions
Module 7 : Project Cost Management
  • Project Cost Mgmt
  • Earned Value Mgmt
  • Trend Analysis
  • Cost Questions
Module 8 : Project Quality Management
  • Project Quality Mgmt
  • Quality Zero Defects
  • Control Quality
  • Quality Questions
Module 9 : Project Resource Management
  • Project Resource Mgmt
  • Estimate Activity Resources
  • Manage Team
  • Resource Histogram
  • Resource Questions
Module 10 : Project Communications Management
  • Project Communication Mgmt
  • Communication Methods
  • Communications
  • Communication Questions
Module 11 : Project Risk Management
  • Project Risk Mgmt
  • Identify Risk
  • Quantitive Risk Analysis
  • Plan Risk Responses
  • Risk Questions
Module 12 : Project Procurement Management
  • Project Procurement
  • Make or Buy
  • Share
  • Procurement Documents
  • Negotiations
  • Procurement Questions
Module 13 : Project Stakeholder Management
  • Project Stakeholder Mgmt
  • Plan Stakeholder Engagement
  • Project Stakeholder Questions
  • CAPM Conclusion

Agile Project Management Course Content

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Module 1: What Is Agile
  • Course And Instructor Introduction
  • What Is Agile – Part1
  • What Is Agile Part2 – Agile Manifesto Principles 1-6
  • What Is Agile Part3 – Agile Manifesto Principles 7-12
  • What Is Agile Part4 – Agile Manifesto Values
  • What Is Agile Part5 – Why Agile?
  • What Is Agile – Part6 – Misconceptions about Agile
  • What Is Agile Part7 – Agile Lifecycle
  • What Is Agile Part8 – Key Definitions
  • What Is Agile – Part9
Module 2: Projects And Projects Management In An Agile World
  • Projects And Project Management In An Agile World Part 1 – Historical Information
  • Projects And Project Management In An Agile World Part 2 – Organizational Projects
  • Projects And Project Management In An Agile World Part 3 – Traditional Projects
  • Projects And Project Management In An Agile World Part 4 – Roles
  • Projects And Project Management In An Agile World Part 5 – Roles 2
Module 3: Agile and Scrum
  • Agile And Scrum Part1 – In Depth
  • Agile And Scrum Part2 – Major Activities
  • Agile And Scrum Part3 – 3 Questions
  • Agile And Scrum Part4 – Sprints
Module 4: Common Scrum Terminology
  • Common Scrum Terminology-Part1
  • Common Scrum Terminology-Part2
Module 5: Other Iterative Methods
  • Other Iterative Methods
Module 6: Communication Skills In Agile World
  • Communication Skills In Agile World Part1 – Model
  • Communication Skills In Agile World Part2 – Verbal vs. Nonverbal
  • Communication Skills In Agile World Part3 – Learned Patterns
  • Communication Skills In Agile World Part4 – Key Skills
  • Communication Skills In Agile World Part5 – Key Skills
  • Communication Skills In Agile World Part6 – Conflict Resolution
  • Communication Skills In Agile World Part7 – Tuckman's 5 Stages
Module 7: Using Agile Outside Software Development
  • Using Agile Outside Software Development-Part1
  • Using Agile Outside Software Development-Part2
Module 8: Case Studies Of Transitioning to Agile
  • Case Studies Of Transitioning To Agile-Part1
  • Case Studies Of Transitioning To Agile Part2 – Procurement
  • Case Studies Of Transitioning To Agile Part3 – In an Agile World
  • Case Studies Of Transitioning To Agile Part4 – Measurements
Module 9: Critique Of Agile
  • Critique Of Agile-Part1
  • Critique Of Agile-Part2
Module 10: Review Of Agile
  • Review Of Agile-Part1
  • Review Of Agile-Part2
  • Review Of Agile-Part3
  • Course Conclusion

Six Sigma Black Belt Course Content

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Module 1: Organization­ – Wide Planning and Deployment
  • Introduction
  • Wide Planning And Deployment-Part 1
  • Wide Planning And Deployment-Part 2
  • Wide Planning And Deployment-Part 3
Module 2: Leadership
  • Leadership-Part 1
  • Leadership-Part 2
Module 3: Organizational Process Measures and Management
  • Organizational Process Measures And Management-Part 1
  • Organizational Process Measures And Management-Part 2
Module 4: Team Management
  • Team Management-Part 1
  • Team Management-Part 2
  • Team Management-Part 3
  • Team Management-Part 4
Module 5: Define Phase­ – Overview of the Define Phase and the Voice of the Customer
  • Overview Of The Define Phase And The Voice Of The Customer-Part 1
  • Overview Of The Define Phase And The Voice Of The Customer-Part 2
  • Overview Of The Define Phase And The Voice Of The Customer-Part 3
Module 6: Define Phase – Business Case and Project Charter
  • Business Case And Project Charter-Part 1
  • Business Case And Project Charter-Part 2
Module 7: Define Phase­ – Analytical Tools
  • Analytical Tools
Module 8: Measure Phase­ – Process Analysis and Documentation
  • Process Analysis And Documentation-Part 1
  • Process Analysis And Documentation-Part 2
  • Process Analysis And Documentation-Part 3
Module 9: Measure Phase­ – Data Collection
  • Data Collection
Module 10: Measure Phase – ­Measurement Systems
  • Measurement Systems-Part 1
  • Measurement Systems-Part 2
Module 11: Measure Phase­ – Basic Statistics
  • Basic Statistics-Part 1
  • Basic Statistics-Part 2
Module 12: Measure Phase­ – Probability
  • Probability
Module 13: Measure Phase­ – Process Capability
  • Process Capability
Module 14: Analyze Phase – Measuring and Modeling Relationships
  • Measuring And Modeling Relationships
Module 15: Analyze Phase­ – Hypothesis Testing
  • Hypothesis Testing
Module 16: Analyze Phase­ – FEMA and Additional Analysis Methods
  • FMEA And Additional Analysis Methods-Part 1
  • FMEA And Additional Analysis Methods-Part 2
  • FMEA And Additional Analysis Methods-Part 3
  • FMEA And Additional Analysis Methods-Part 4
Module 17: Improve Phase­ – Design of Experiments (DOE)
  • Design Of Experiments-Part 1
  • Design Of Experiments-Part 2
Module 18: Improve Phase­ – Lean Method
  • Lean Method-Part 1
  • Lean Method-Part 2
  • Lean Method-Part 3
Module 19: Improve Phase -­ Implementation
  • Implementation
Module 20: Control Phase­ – Statistical Process Control (SPC)
  • Statistical Process Control
Module 21: Control Phase­ – Other Controls
  • Other Controls
Module 22: Control Phase­ – Maintain Controls and Sustain Improvements
  • Maintain Controls And Sustain Improvements
Module 23: DFSS
  • DFSS
Module 24: Exam Review­ – Prep and Key Concepts
  • Prep And Key Concepts-Part 1
  • Prep And Key Concepts-Part 2
  • Prep And Key Concepts-Part 3
  • Prep And Key Concepts-Part 4
  • Prep And Key Concepts-Part 5
  • Conclusion

Six Sigma Green Belt Course Content

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Module 1: Six Sigma And The Organization
  • Introduction
  • Six Sigma And The Organization Goals-Part 1
  • Six Sigma And The Organization Goals-Part 2
  • Lean Principles In The Organization
  • Design For Six Sigma
Module 2: Define Phase­Project Identification
  • Define Phase-Project Identification-Part 1
  • Define Phase-Project Identification-Part 2
  • Define Phase-Project Identification-Part 3
Module 3: Define Phase­Voice Of The Customer
  • Define Phase-Voice Of The Customer-Part 1
  • Define Phase-Voice Of The Customer-Part 2
Module 4: Define Phase­ Project Management Basics on Six Sigma Green Belt
  • Define Phase-Project Management Basics-Part 1
  • Define Phase-Project Management Basics-Part 2
Module 5: Define Phase­Management And Planning Tools
  • Define Phase-Management And Planning Tools-Part 1
  • Define Phase-Management And Planning Tools-Part 2
Module 6: Define Phase­Business Results For Projects
  • Define Phase-Business Results For Projects-Part 1
  • Define Phase-Business Results For Projects-Part 2
Module 7: Define Phase­Team Dynamics And Define Phase Summary Review Questions
  • Define Phase-Team Dynamics And Review Questions
  • Define Phase-Summary And Review Questions
Module 8: Measure Phase­Process Analysis And Documentation
  • Measure Phase-Process Analysis And Documentation
Module 9: Measure Phase­Probability And Statistics
  • Measure Phase-Probability And Statistics
Module 10: Measure Phase­Statistical Distributions
  • Measure Phase-Statistical Distributions
Module 11: Measure Phase­Collecting And Summarizing Data
  • Measure Phase-Collecting And Summarizing Data-Part 1
  • Measure Phase-Collecting And Summarizing Data-Part 2
Module 12: Measure Phase­Measurements System Analysis (MSA)
  • Measure Phase-Measurements System Analysis(MSA)
Module 13: Measure Phase­Process And Performance Capability And Measure Phase Summary And Review
  • Measure Phase-Process And Performance Capability And Measure Phase Summary And Review
Module 14: Analyze Phase­Exploratory Data Analysis And Hypothesis Testing
  • Analyze Phase-Exploratory Data Analysis And Hypothesis Testing-Part1
  • Analyze Phase-Exploratory Data Analysis And Hypothesis Testing-Part2
  • Analyze Phase-Exploratory Data Analysis And Hypothesis Testing-Part3
Module 15: Analyze Phase ­ Process Drivers
  • Analyze Phase-Process Drivers-Part 1
  • Analyze Phase-Process Drivers-Part 2
  • Analyze Phase-Process Drivers-Part 3
  • Analyze Phase-Process Drivers-Part 4
  • Analyze Phase-Process Drivers-Part 5
Module 16: Improve Phase­Design Of Experiment (DOE)
  • Improve Phase-Design Of Experiment(DOE)-Part 1
  • Improve Phase-Design Of Experiment(DOE)-Part 2
Module 17: Improve Phase­Root Cause Analysis
  • Improve Phase-Root Cause Analysis-Part 1
  • Improve Phase-Root Cause Analysis-Part 2
  • Improve Phase-Root Cause Analysis-Demo
Module 18: Improve Phase­Lean Tools
  • Improve Phase-Lean Tools-Part 1
  • Improve Phase-Lean Tools-Part 2
  • Improve Phase-Lean Tools-Part 3
  • Improve Phase-Lean Tools-Part 4
Module 19: Control Phase­ Statistical Process Control
  • Control Phase-Statistical Process Control
Module 20: Control Phase­Lean Tools For Process Control
  • Control Phase-Lean Tools For Process Control-Part 1
  • Control Phase-Lean Tools For Process Control-Part 2
  • Control Phase-Lean Tools For Process Control-Part 3
Module 21: Review Exam­Prep And Key Concepts
  • Exam Review And Key Concepts-Part 1
  • Exam Review And Key Concepts-Part 2
  • Exam Review And Key Concepts-Part 3
  • Exam Review And Key Concepts-Part 4
  • Exam Review And Key Concepts-Part 5
  • Exam Review And Key Concepts-Part 6
  • Exam Review And Key Concepts-Part 7
  • Exam Review-Flash Cards
  • Conclusion

Become a Scrum Master Course Content

Download Outline

Module 1: Development Methods
  • Introduction To Scrum Master
  • Development Methods
Module 2: Agile Manifesto Principles
  • Agile Manifesto Principles
Module 3: Scrum
  • Scrum
  • Scrum Summary
Module 4: Why Scrum
  • Why Scrum?
Module 5: Scrum-Roles Overview
  • Scrum – Roles Overview
Module 6: Product Owner
  • Product Owner
Module 7: Scrum Master
  • Scrum Master
Module 8: Scrum Team
  • Scrum Team
Module 9: Scrum Process
  • Scrum Process
Module 10: Scrum Project Phase
  • Scrum Project Phase
Module 11: Plan and Estimate
  • Plan And Estimate
Module 12: Implement
  • Implement
Module 13: Review and Retrospect
  • Review And Retrospect
Module 14: Release
  • Release
Module 15: Project Vision
  • Project Vision
Module 16: Scrum Master and Stake Holder(s)
  • Scrum Master And Stake Holders
Module 17: Form Scrum Team
  • Form Scrum Team
Module 18: Develop Epics
  • Develop Epics
Module 19: User Stories
  • User Stories
Module 20: Justifications and Sample Change(s)
  • Justifications And Sample Changes
Module 21: Creating a Prioritized Backlog
  • Creating A Prioritized Backlog
Module 22: Conduct Release Planning
  • Conduct Release Planning
Module 23: Sprints
  • Sprints
Module 24: Scrum Framework
  • Scrum Framework – Part 1 Roles
  • Scrum Framework – Part 2 Ceremonies
  • Scrum Framework – Part 3 Artifacts
Module 25: Scrum of Scrums
  • Scrum Of Scrums
Module 26: Scrum Demo
  • Scrum Demo
Module 27: Review
  • Review
  • Outro

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[ FAQ ]

Frequently Asked Questions.

What are the key benefits of taking the Ultimate Project Management Training Series?

The Ultimate Project Management Training Series offers comprehensive skills designed to improve your ability to manage complex technical projects effectively. Participants will learn proven methodologies to keep projects on track, mitigate risks, and communicate clearly with stakeholders.

In addition to technical project handling, the series emphasizes leadership, stakeholder management, and practical tools for navigating project challenges. Completing this series can enhance your career prospects and prepare you for certification exams like the PMP or similar credentials.

Is this course suitable for beginners with no project management experience?

While the course is designed for professionals involved in technical projects, it assumes some familiarity with project concepts. Beginners with basic knowledge of project management principles will find the content accessible and valuable.

For absolute newcomers, it may be helpful to review introductory materials on project management before enrolling. The course dives deep into technical project nuances, making prior experience in managing or participating in projects advantageous.

How does this training prepare me for the PMP exam?

This training covers many core project management principles aligned with PMP exam topics, such as scope, schedule, risk management, and stakeholder communication. It provides practical insights that are directly applicable to the PMP exam content outline.

While it is not a certification course itself, completing this series can reinforce your understanding of essential project management concepts. It also offers real-world scenarios that enhance your ability to apply knowledge in exam questions and practical situations.

What specific skills will I gain for managing technical dependencies in projects?

You will learn techniques to identify, analyze, and manage technical dependencies that can impact project timelines and deliverables. The course emphasizes dependency mapping, critical path analysis, and effective communication with technical teams.

Additionally, you’ll develop skills to coordinate interdisciplinary teams, prioritize tasks based on dependencies, and prevent bottlenecks. These abilities are crucial for projects where technical details and dependencies significantly influence project success.

Are there any common misconceptions about project management that this course addresses?

One common misconception is that project management is solely about meeting deadlines; however, this course emphasizes balancing scope, quality, and stakeholder satisfaction alongside schedules.

Another myth the training dispels is that project management is only for formal managers. Instead, it highlights how technical leads and team members can apply project management principles to improve collaboration and project outcomes, regardless of their official role.

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