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Project Management Principles and Applying Project Controls

Overview
Many projects undertaken by organizations in both the private and public sectors significantly overrun their schedules and budgets. This often causes the organizations to fail to achieve its strategic objectives and financial goals. These failures are often associated with considerable increases in costs and result in significant financial losses.
In addition to direct financial losses, many projects also fail to deliver the required functionality and quality, thereby further reducing the value of the investment that the organization has made.
These failures can often be traced to the failure of organizations to equip their project managers with the tools and techniques of modern project management and project control processes to enable them to deal with the complexities and uncertainties of today’s projects.

Programme Objectives
This seminar is intended to provide you with a proven set processes, (knowledge, skills, tools and techniques) to enable the systematic development of a robust yet dynamic project plan that will enable progressive monitoring and reporting of project progress, leading to project success.

Who Should Attend?
This course is intended for project managers, team leaders, project planning engineers and heads, senior project control and business services professionals and business analysts who have the responsibility for establishing, developing, planning and controlling project schedules and budgets in both owners’ and contractors’ organizations.

Training Methodology
The seminar will help delegates to develop project management performance and control skills and knowledge using a combination of traditional formal learning methods and interactive group activities. The program includes group discussions, case studies, and critical analysis of video material based on actual large construction projects.
While the seminar does not assume prior knowledge of the topics covered in the course, delegates are encouraged to bring their own experiences to the discussions and exercises.

Organizational Impact
This will enable the organization’s Project Management team to:

  • Link project goals and objectives to clear, compelling stakeholder needs
  • Set realistic, measurable objectives and ensure positive results
  • Develop work breakdown structures
  • Use the work breakdown structure to develop a network diagram
  • Establish Integrate scope, time, resources and cost management into a dynamic, manageable plan
  • Calculate schedules using CPM and PERT techniques
  • Identify, assign, and tabulate resource requirements
  • Predict costs and work time using specific levels and estimate types
  • Plan for contingencies and anticipate variations
  • Predict future project performance based on historical data using Earned Value
  • Estimate project costs and schedules using simple, proven techniques
  • Establish a dependable project control and ­monitoring system
  • Produce clear and concise project progress reports
  • Monitor changes and close out projects on time

Personal Impact
This power packed course will significantly enhance the project management knowledge and skills of delegates thereby improving their ability to plan, schedule, monitor, control, and report on their projects’ progress. This will enhance their efficiency and effectiveness in carrying out their project responsibilities. The skills, tools and techniques learned can be directly applied to both new and on-going projects immediately upon return to the job.

Competencies Emphasized

  • Ability to set and clearly communicate project goals with customers, clients, managers and project team members;
  • Proactive identification of project stakeholders
  • Purpose and use of the WBS
  • Project scheduling and budgeting
  • Understanding the role and responsibilities of the project manager and senior management in the project management process; and
  • The knowledge, skills, tools and techniques to plan and control projects successfully.

Programme Outline
DAY 1

  • Foundations of Project Management
    • What is a "project"?
    • What is project management?
    • Managing the triple constraints 
    • The life cycle of a project
    • Who are the stakeholders?
    • What are the project manager’s responsibilities?

 

  • Project Initiation
    • What is the role of senior management?
    • The project charter
    • Conducting a Needs Assessment
    • Project selection considerations
      • Benefit/cost ratio
      • Present value and net present value
    • Management by objectives
    • Developing Requirements

DAY 2

  • Project Planning
    • Scope definition
    • Developing the Work Breakdown Structure
    • Estimating the work
      • Basic rules of estimating
      • Types of estimates types and levels of estimating
      • Estimating methodologies
      • Identifying costs
      • Inclusion of risk
      • Time-controlled estimates vs. resource-limited estimates
    • Scheduling the work
      • Network scheduling
      • Validating schedules
      • Precedence relationships
      • Basic scheduling and network calculations
      • Finding the critical path
      • Imposed constraints
      • The Gantt chart
      • Milestones
      • Making up time in the Schedule
    • Procurement planning
    • Communication planning
    • Quality planning

 

DAY 3

  • Risk Management Planning
    • The Basic Foundations of Risk Management
      • Definition and elements of risk
      • Types of risk
      • Threats and opportunities
      • Components of risk management
      • Determining risk tolerances
    • Risk management planning
    • Risk identification
    • Risk qualification
    • Risk quantification
    • Risk analysis and prioritization
      • Analyzing risks
      • Evaluating probability
      • Financial tools and techniques
      • Decision trees and expected-value analysis
      • Prioritizing risks
    • Risk response Planning
      • Risk response strategies for threats
      • Risk response strategies for opportunities
    • Risk response control
      • Executing the risk strategies
      • Contingency plans and workarounds
      • Reassessing risk

 

DAY 4

  • Project Implementation
    • Project Baselines
      • Establishing baselines
      • Types of baselines
      • The “S” curve (cumulative cost curve)
    • Evaluation and Forecasting
      • The process of control
      • Establishing a monitoring system
      • Controlling costs and schedule during the project
      • Sunk costs
    • Earned value
      • Causes of variances
      • Project audits 

 

  • Accelerating the Project Schedule
    • Circumstances Requiring Project Acceleration
    • Time-Cost-Scope Trade-off
      • Project Time Reduction
      • Direct Project Costs
      • Indirect Project Costs
    • Options for Accelerating the Schedule
      • Crashing the Schedule
      • Fast-tracking and Concurrent Engineering
    • Network Activity Risk Profiles
    • Additional Considerations
    • Multiple Critical Paths

DAY 5

  • Dealing With Changes to the Project Plans
    • Sources of change
    • Screening and evaluating changes
    • Updating the project plan
    • Communicating change 

 

  • Project Closeout
    • Scope verification
    • Customer acceptance
    • Administrative closure
    • Contract closeout
    • Lessons learned




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