Let practicing Project and Programme Managers help you plan, optimise and manage your projects and their people better.
|With emphasis is placed on how teams of people plan, manage and control one or several projects, this course provides a detailed understanding of what project management is all about. Powerful tools and techniques are explained in a practical way that references real-world best practices. Syndicate exercises, role playing and a detailed case study enforce this learning.
|Physical Classroom: 3 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.
To introduce delegates to project management (and to each other), this introductory exercise simulates the processes and techniques of planning and executing a simple project. The establishment of the project team and its behaviour as the project progresses is explored to provide an insight into how projects are created, planned and managed.
|Project management preliminaries
This next 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.
|Projects and programmes
As projects are rarely in isolation, the relationship between the project and the overall programme is introduced. This is discussed in how the tasks themselves will be performed, together with the people that will carry out those tasks. The role of the project team is explored in detail and a practical exercise maps people with their tasks and responsibilities.
|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.
|Making it all happen
With a plan in place, the needs of the project team require assessment, management and understanding. This module looks at how project information is integrated, teams are formed and the needs of project stakeholders are maintained. Emphasis is placed on the need for effective benefit management in the group discussions and delegate exercises.
|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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