In-house course
Managing Projects — training for people who run projects without the title
For the manager who inherited a project with the promotion. Two to three days, at your office.
- Duration
- 2–3 days
- 14–21 hours
- Delivered
- At your premises
- Malaysia-wide
- Cost
- RM10,000–RM24,000
- Priced per training day
This is practical training, not PMP® certification
PMI requires 35 contact hours to sit the PMP® exam — that is 5 days. A three-day course delivers 21. We are not a PMI Authorized Training Partner and we do not prepare anyone for the exam. Here is how to tell which one you need.
What your team will be able to do
- Take on a project without a formal mandate and still establish who decides what
- Get commitment from colleagues in other departments who do not report to you
- Build a plan that fits alongside the day job rather than assuming full-time attention
- Recognise the point where a project has quietly become undeliverable, and act on it
- Push back on scope changes with evidence rather than resistance
- Report progress upward in a form a busy sponsor will actually read
- Run project meetings that are shorter and decide more
- Hand a project over without losing everything that lives in your head
Who it is for
- · Newly promoted managers and team leads
- · Subject-matter experts who now coordinate cross-functional work
- · Departments where projects are run part-time alongside operational duties
- · Companies with no formal project office and no plans to build one
Who it is not for
- · Full-time project managers seeking a formal credential — see the certification guide
- · Teams that need PMP® exam preparation specifically
- · Organisations looking to implement a formal PMO framework in three days
We would rather tell you this now than at the quote stage.
About this course
There is a specific and very common situation in Malaysian companies: someone is good at their job, gets promoted, and discovers that the promotion came with projects attached. Nobody trained them. There is no project office to fall back on. They are managing a piece of cross-functional work using instinct, a spreadsheet, and a great deal of goodwill.
This course is written for that person. It assumes no methodology background and no interest in acquiring one for its own sake. What it does assume is that the participant has real projects running right now, and that the training has to be useful on the Monday after it finishes.
The difference from a general project management course is emphasis. Less time on the theory of project lifecycles, more time on the things that actually go wrong when you are running a project without formal authority: getting commitment from people who do not report to you, protecting the schedule against a sponsor who keeps adding scope, and saying no in a way that survives the relationship.
Cost and funding
What it costs, and who pays for it
In-house training is priced per training day, not per person — so the cost per head falls as the group grows. If your company pays the HRD Corp levy, this is normally claimable.
The levy ledger
What your company already contributes, what this costs, and what is at risk if nobody claims.
Your monthly levy
RM3,000
1% of monthly wages — compulsory
This training would cost
RM15,000–RM24,000
About RM750–RM1,200 per person at 20 people
At risk of forfeiture
RM62,000
Two years of contributions above the RM10,000 floor, if no claim is made
At your contribution rate, this training costs roughly 8.0 months of levy — money already leaving the payroll every month whether it is used or not.
Send it to whoever signs
The numbers above, written as an email. Edit it, then forward it.
An estimate, not advice. Levy rates and the forfeiture rule are HRD Corp’s, read 10 September 2026; your actual balance depends on your claim history and on the statutory definition of wages. Confirm your position with HRD Corp.
Course outline
Indicative. The final agenda is built from your team’s own projects during scoping — which is the point of running it in-house rather than sending people to a fixed public course.
01Authority without the org chart
- · Running work across departments when nobody involved reports to you
- · Establishing decision rights early, in writing, without it feeling political
- · Getting a genuine commitment rather than a polite yes in a meeting
- · What to do when a contributor stops responding
- · Building the small amount of formality that protects you later
02Planning around a day job
- · Estimating when the people doing the work are only half available
- · The difference between effort and elapsed time, and why part-time projects break on it
- · Sequencing work so it survives interruption
- · Deciding what genuinely has to be planned and what does not
- · A plan that fits on one page and is still useful
03Scope, change and the difficult conversation
- · Spotting scope creep in the first week rather than the last
- · Making the trade explicit: what comes out if this goes in
- · Saying no to a senior stakeholder without damaging the relationship
- · Recording a change so the same argument is not had twice
- · When to escalate, how, and to whom
04Risk and early warning
- · The three or four risks that actually matter on a small project
- · Early warning signs that a project is drifting, before the schedule shows it
- · Deciding what to do about a risk, and who owns the response
- · Distinguishing an issue you must fix now from a risk you must watch
- · A fifteen-minute risk review the team will tolerate
05Reporting and stakeholders
- · Mapping who cares, who decides, and who must simply be kept informed
- · A status report that fits one screen and surfaces the real position
- · Delivering bad news early and keeping credibility
- · Managing a sponsor who only engages at the deadline
- · Running a meeting that ends in decisions rather than updates
06Applying it to live work
- · Working sessions on the projects participants are running now
- · Peer review of one real plan per participant
- · Agreeing the team standard for documentation and reporting
- · Handover and closure, including what to capture before people forget
- · A thirty-day action plan per participant
Format and delivery
| Detail | |
|---|---|
| Duration | 2–3 days |
| Contact hours | 14–21 hours |
| Group size | 15–25 works best; larger teams run as batches |
| Location | Your premises, anywhere in Malaysia |
| Format | In person. Online delivery possible where a team is split |
| Pricing | RM5,000–RM8,000 per training day |
| Funding | Normally HRD Corp claimable where provider and course are registered |
| Certification | Certificate of attendance. Not a professional credential |
Questions
›How is this different from your Project Management Fundamentals course?
The material overlaps considerably. The difference is emphasis and audience.
Fundamentals is built for a team adopting a shared way of working, and spends more time on scoping, estimating and scheduling as disciplines. Managing Projects is built for the individual manager running work part-time without formal authority, and spends more time on influence, stakeholder management and protecting a plan you cannot fully control.
If you are not sure which fits, the scoping conversation will settle it in about ten minutes — and it is a genuine question, not a sales one.
›Do participants need project management experience?
No. The course assumes participants are currently running or about to run projects, but assumes no formal training and no methodology background.
Mixed-experience groups work well, because the more experienced participants tend to surface the real organisational problems during the working sessions.
›Is this a certification course?
No. Participants receive a certificate of attendance, which is not the same thing as a professional credential.
If your team needs the PMP® credential specifically, that requires 35 contact hours delivered by a PMI Authorized Training Partner over five days. This is a practical two-to-three day course and does not meet that requirement.
›Can it be run for a small team?
Yes, though the economics change. In-house training is priced per day rather than per person, so a group of six costs the same to deliver as a group of twenty.
Below roughly eight participants, sending people to a public course is often cheaper. We will say so rather than quote you for something that does not make sense — the cost guide sets out where the crossover sits.
Get a scoped quote
Tell us the team, the timeframe and whether you pay the HRD Corp levy. We will come back with a day rate, a shape and an honest answer about whether we are the right fit.