Get real-world practical training from practicing Project Managers to help you plan, optimise and manage your projects better.
|Containing the essential tools and techniques to help create, plan, optimise and control projects more effectively; this course provides a comprehensive understanding of real-world project management. Backing all this up is a detailed case study and practical syndicate exercises.
|Physical Classroom: 2 days. Available In-Company only.
|After completing this course, delegates will be able to plan, execute and manage projects more effectively and consistently. They will:
|Project Manager, Programme Manager, Resource Manager.
|Project management preliminaries
This first section discusses essential PM principles. Why projects fail and the various types of project leads into interpersonal issues, team building and communication. An exercise creates a project methodology and a basic test determines initial PM knowledge.
From an understanding of PM fundamentals, the project begins to take shape. The three project resources of work, time and cost are discussed, along with task delegation. The planning sequence is commenced, starting with an understanding of a client’s requirements. A practical exercise discusses a project’s feasibility.
|Defining what to do
With a project’s feasibility confirmed, the project definition can be expanded into just what is required (and at what level of detail for reporting and control). A top-down approach creates a work and cost breakdown, confirmed with a syndicate exercise.
|How to accomplish work
With the project scope defined, how it will be achieved is discussed. The work, cost and time content of tasks is explained, along with sources of this information. Task relationships are introduced and an exercise creates a project network.
|When things happen / further timing influences
The network says how things will be done. Critical path analysis determines when: how quickly and how slowly. Gantt charts depict the schedule of tasks and their spare time. Task relationships are expanded to increase flexibility. Influences external to the project are added to create a more realistic model of reality. Practical exercises confirm the appropriate techniques to use.
|Who does what and when
People to perform the tasks need to be added to the project to be a true model of reality. Their influence is discussed in how they are assigned and the problems that they can bring. Techniques for resource management are introduced, along with the implications in applying them. Practical exercises optimise this resource usage and create a cost schedule.
|Assessing project risks
As projects are modelling the future, this implies an element of risk. Where the risk comes from and when it should be reviewed are discussed. Different types of risk are explained, together with their probability of happening and the impact if they do happen. Syndicate work identifies sources of risk and contingencies for removing / alleviating that risk.
|Controlling work in progress
Once a project goes live, it is subject to (often dramatic) change. The necessity for tracking what has happened is expanded to encompass updating cycles and their frequency. What is captured and how it is done are discussed, together with what is different to as before and why it is different. A practical exercise tracks a project’s progress, compared to what should have been achieved.
|Replanning to stay on track
Actual work accomplished creates a requirement for replanning – at varying levels of detail. Options to control time, cost and quality are discussed, together with the need for timely action. The importance of reporting and communication is emphasised. A practical exercise deals with alleviating a number of project problems, arising out of an update.
|Reviewing after progress
This final section emphasises the importance of formally closing a project. Confirming that it has met its requirements and that the project team performed well are important lessons to learn for the future. A final exercise re-runs a test on general PM knowledge.
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