At a glance
Schedule and Registration View schedule
Course number HE541S
Length 4 days
Delivery method* Instructor-led training (ILT)
Onsite dedicated training (OST)
*Courses are supported in the delivery formats above, but are not necessarily scheduled in every delivery format listed. Please click the schedule links at the top of the page to see which delivery formats are currently scheduled.

Special notes

Thank you for considering HP Education Services for your Project Management/Business Analysis (PM/BA) training needs. We provide the following delivery options:

  1. If you are an individual interested in attending this course, you may do so by clicking on the schedule link above. This will take you to the Management Concepts site where you can register for the class. You may also use your HP Care Pack Credits to pay for the class, in addition to standard payment options.

  2. If your organization is interested in conducting a class at your location, or a virtual instructor led delivery for one of the courses listed below, please contact us to obtain a quote based on your delivery requirements. (Note: Must have a minimum of 8 individuals for onsite deliveries)

Course overview

Managing IT Projects provides a structured approach to project management. This four-day course uses project management fundamentals and applies them as appropriate to IT projects. Using industry best practices to teach the latest tools and techniques, this course covers the key concepts in managing a project from its initiation to final closeout, discussing the project management processes in an organized framework.


  • Project management experience is helpful but not required


  • This course is intended for project managers involved in IT, Software Development and Communications projects

Course objectives

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

  • Explain fundamental IT project management concepts
  • Create a team operating agreement
  • Develop a project charter
  • Define and tailor the project cycle
  • Select a product cycle based on project attributes
  • Define and manage requirements on an IT project
  • Develop components of a project management plan
  • Develop a work breakdown structure
  • Create a realistic schedule
  • Analyze a project budget
  • Develop a risk plan
  • Create a communications management plan
  • Prepare for change to a project baseline
  • Develop a performance measurement baseline
  • Monitor and report project status
  • Conduct verification and validation activities
  • Close out a project and capture lessons learned
  • Create an on-the-job action plan

Next steps

  • IT Project Risk Management (HE542S)

Benefits to you

  • Apply effective techniques for requirements definition and management, planning, and scheduling
  • Implement best practices to identify, analyze, and manage risks
  • Discover techniques for determining resource requirements and tools to track and control the project
  • Learn proven best practices to complete your IT projects on schedule, within budget, and according to performance specifications to ensure client satisfaction

Course outline

IT Project Management Overview

  • What is a Project?
  • What is Project Management?
  • IT Projects
  • Competing Demands
  • Project Management Knowledge Areas
  • Project Management Process Groups
  • The Project Life Cycle
  • The Value of IT Project Management

Defining the Project

  • IT Project Activities
  • What are Stakeholders?
  • Project Sponsor
  • Core PMO Functions
  • Project Manager
  • Core Team Members
  • Team Operating Agreement (TOA)
  • What is a Project Charter?
  • Indicators of a Troubled Project

Project Cycles

  • IT Project Activities
  • What is a Structure?
  • General Project Cycle
  • How is IT Project Management Unique?
  • What is a Control Gate?

Tailoring Project Cycles

  • IT Project Activities
  • What is Tailoring?
  • Variations of Product Cycles
  • Development Strategies
  • Development Approaches
  • Development Approaches and Product Cycles
  • Product Cycle Selection
  • The Project Life Cycle

Managing Requirements

  • IT Project Activities
  • IT Project Failures
  • What is a Requirement?
  • What is Requirements Management?
  • Levels of Requirements
  • Requirements Baseline
  • Requirements Process
  • Different Types of Requirements
  • Writing Requirements
  • Tools Used with Requirements
  • Requirements Tracking

Planning the Project

  • IT Project Activities
  • What is Planning?
  • What is a Project Management Plan?
  • Approaches to Planning

Organizing the Scope

  • IT Project Activities
  • Why Elaborate Scope?
  • What is a Work Breakdown Structure (WBS)?

Scheduling the Project

  • IT Project Activities
  • Why Schedule?
  • The Scheduling Process
  • What is an Activity?
  • Sequence Activities
  • What is a Responsibility Assignment Matrix (RAM)?
  • Activity Estimates
  • The Critical Path
  • Portraying the Schedule

Planning the Budget

  • IT Project Activities
  • What is a Project Budget?
  • Cost Categories
  • Balancing Scope and Cost

Planning for Risk

  • IT Project Activities
  • Why Plan to Manage Risk?
  • What is a Risk Management Plan?
  • Risk Management Process
  • Balancing Competing Demands for Risk

Planning for Communications

  • IT Project Activities
  • What is Communications?
  • Why Create a Communications Management Plan?

Planning for Project Change

  • IT Project Activities
  • What is Project Change?
  • Components of a Change Management Plan

Approving the Project Management Plan

  • IT Project Activities
  • Control Gate Reviews
  • Performance Measurement Baseline
  • Indicators of a Troubled Project

Managing the Project

  • IT Project Activities
  • Identifying Variance
  • Forecasting Future Results
  • Determining Corrective Action
  • Managing Scope and Quality
  • Managing Schedule
  • Managing Cost
  • What is Earned Value Management?
  • Schedule and Cost Variance
  • Schedule and Cost Performance Indices
  • Forecasting Completion
  • Correcting Schedule Issues
  • Correcting Cost Issues
  • Managing Risk
  • Managing Change
  • When Do You Revise the PMB?
  • Managing the Project Team
  • Overall Project Status
  • Reporting Status
  • Indicators of a Troubled Project

Conducting Verifying and Validating Activities

  • IT Project Activities
  • Defining Verification and Validation
  • V&V and Impact on Quality
  • V&V and Requirements Traceability
  • Verification Techniques
  • Validation Techniques
  • BA and PM within V&V

Closing the Project

  • IT Project Activities
  • Why Close Projects?
  • Make Projects a Learning Experience
  • Measuring Project Success
  • Final Project Activities
  • Barriers to Formal Closure
  • Indicators of a Troubled Project

Course Summary

  • IT Project Activities
  • Project Definition
  • Project Structure
  • Tailoring Applies to Both
  • Project Requirements
  • Project Management Plan
  • Work Breakdown Structure
  • The Project Schedule
  • Working with Project Budgets
  • Planning for Project Risks
  • Project Communications
  • Managing Change on Projects
  • Performance Measurement Baseline
  • Project Performance
  • Verification and Validation
  • Closing Projects
  • Action Plan

HE541S - D.00