FPM 331 Training: Progressive Concepts in Program Management
4 DAY COURSE

An Integrated Master Plan is key to successfully managing large-scale government projects. Through a complex case study in this FAC-P/PM FPM 331 certification training course, you gain the skills to coordinate the development of, oversee, evaluate and critique a systems engineering approach, Integrated Master Plan, and Integrated Master Schedule.

Learning Tree’s FAC-P/PM training has been fully verified by the Federal Acquisition Institute (FAI).

FPM 331 Training: Progressive Concepts in Program Management Benefits

• In this FPM 331 course, you will:

  • Conduct total life cycle management for government projects using an Integrated Master Plan (IMP) and an Integrated Master Schedule (IMS).
  • Manage and evaluate decision analysis methods, systems engineering processes, and a complex requirements development process.
  • Direct and estimate Total Cost of Ownership (TCO).
  • Establish a risk, threats, and opportunities management process.

• Prerequisites

  Four years of program or project management experience, which shall include a minimum of one year of experience on Federal programs and projects within the last ten years.

• Certification Information

  FAC-P/PM certification is awarded at the agency level, and requirements vary by agency.

Progressive Concepts in Program Management Course Outline

Module 1: Core Project Management Processes

The Integrated Master Plan (IMP) and Integrated Master Schedule (IMS)

• Overseeing the Work Breakdown Structure (WBS)
• Creating cost-estimation metrics
• The role of earned value management
• Cost, schedule, and performance trade-offs
• Performing technical reviews

Tools for evaluating the IMP and IMS

• Applying work-loading methods
• Benefiting from project management software

Module 2: Estimating Total Cost of Ownership

Estimating techniques

• Recognizing the “Cone of Uncertainty”
• Making decisions using the Life Cycle Cost Estimate

Cost-benefit trade-offs

• The Government Accounting Office (GAO) 12-step best practice model
• Documenting the relationship between interrelated budgets and cost terms

Module 3: Managing Risks and Opportunities

Identifying risks

• Recognizing potential risks and threats
• Evaluating responses

Analyzing risks and opportunities

• Strategies for mitigating risk
• Maximizing opportunities

Module 4: Monitoring and Controlling Risks

Integrating risks into the management plan

• Assessing risk in the real world
• Employing the risk management process

Qualitative and quantitative risk assessment

• Ranking the probability and impact of risk
• Questioning acceptable and unacceptable risk

Working with risk management software

• Demystifying simulation tools
• Generating risk analysis results

Module 5: Leading the Development of a Program’s Systems Engineering

Reviewing systems engineering approaches

• Implementing systems engineering methodology
• Evaluating processes and approaches
• Establishing configuration management
• Managing technical data and interface issues

Developing requirements

• Transferring a functional diagram into a physical architecture
• Analyzing trade studies
• Balancing independent variable costs
• Building traceability matrices

Module 6: Reviewing Requirements

Requirements analysis

• Clarifying requirements by focus
• Classifying requirements by type
• Prioritizing requirements

Defining traceability and design

• Writing the traceability matrix
• Documenting change requests
• Selecting a design

Module 7: Testing and Evaluation Processes

Managing a test and evaluation program

• Charting the potential cost of inadequate testing
• Incorporating verification and validation
• Selecting the integrated product team

Critiquing a realistic or operational test

• Categorizing the test/verification tools
• Testing documents vs. testing process

Module 8: Applying Acquisition Principles to Contracting

• Reviewing contract types to determine the risks/rewards
• Aligning negotiation stages for procurement
• Handling contract management issues
• Recognizing staffing issues on sizable contract awards
• Evaluating government-furnished equipment