Advanced Project Management
About this Course
|Course Type||Course Code||Duration|
|Project Management||BSPM1100||3 Days|
This workshop gives seasoned project managers the knowledge and skills necessary to successfully manage increasingly complex project issues to meet desired goals and objectives.
Why Attend this Course?
Assuming a mastery of project planning, this workshop extends skills to the remaining project management processes covering areas such as avoiding mistakes when executing and controlling a project, dealing with evolving stakeholder expectations, using trend analysis to measure project performance and improving project outcomes. *PDUs: 24 credits.
What Makes this Course Stand Apart?
This is a highly interactive Hands on courses with the options of the Accelerator Plus1 Workshop.
Lot of demos, practical exercises and samples. Very strong presentation skill of the trainer. Good balance between theory and practice application.
What you will Learn?
Those who have mastered the planning process, are experienced with all aspects of the discipline, and are now looking for ways to develop their execution and control skills on larger, more complex projects.
Experience in reading and analysing outputs from scheduling software such as Microsoft® Project. Experience in managing projects. Fast Start® In Project Management or Project Management for Information Systems.
Welcome to Advanced Project
Workshop Logistics Workshop Materials
How to Get the Most Out of this
2. Project Selection and Initiation
When Do Projects Start? Defining the
Project Life Cycle
Tips for Defining the Start of a Project Considerations for Initiating Projects Strategic Planning Prioritizing Projects Selecting Projects
Key Elements of the Initiating Process Guidelines for Project Initiation
3. Project Execution Methodology
Project Execution Methodology Starting Project Work
The Value of a Good Start
Ensuring a Successful Start to Project
*(For approved training vendors)
What Planning Outputs are Needed, and
How Good Must They Be?
Stakeholder Commitment and Team
Inhibitors to Future Success and How to
Deal with Them
Estimates that Don’t ‘ Work ’
Non-Participating Stakeholders Vague or Uncommitted Resources
Other Inhibitors to Getting Work Done The Process for Commencing Project
Communicating the Start of Project
Coordinating the Start of Project Work Key Learning Points Getting Work Done
Facilitating Project Work
Communicating Work Expectations
Managing Issues and Action Items Key Learning Points
Progress, Status, and Forecasting Capturing Progress
Updating the Schedule
Forecasting – Predicting Future Project
4. Project Variance and Control
Work Performance Information A Framework for Performance
Understanding Different Types of
How Metrics Interact
Measuring Projects and Generating
Interpreting Project Metrics Baseline Metrics
Earned Value Management
Earned Value Management Variance
Earned Value Management Forecasting Earned Value Management To- Complete Performance Index (TCPI)
Understanding the Causes of Variance Defining Project Variance
Understanding Different Types of
Root Contributors to Variance Methods for Identifying Root
Taking Corrective Action to Overcome
Definition/Intention of Corrective
Understanding Points of Leverage Managing Change, Quality, and Risk Responding to the Dynamic Nature of
Using Process to Create Transparency Control Processes for Project Change Quality Control
Risk Monitoring and Control Process
5. Project Closure and Learning
The Closing Process
The Challenge of Project Closure
When and How to Learn from Projects Initial Sizing
Project Closure Reporting and Archiving
Step 1 — Obtain Formal Acceptance Step 2 — Shut Down the Work Engine Step 3 — Analyze Metrics, Baseline,
and Change Data
Step 4 — Evaluate Processes and
Step 5 — Documenting Project Events
Step 6 — Generating Lessons Learned Step 7 — Finalize and Share the Project
Step 8 — Celebrating the End of the
Step 9 — Archive the Project Records
Step 10 – Conduct Follow-Up Surveys as
6. Summary and Conclusion
Where We’v e Been
Where to Go Next
Appendix A – Managing Projects
Better with Process
Intent and Ownership of Processes
Process as a Tool for Success in Project
Differentiating Between Project
Management and Product Development
Overviews of Methodologies Value of a Project Management
Using a Methodology
Creating a Methodology
Appendix B – “Special Situations”
(That Happen All the Time)
Managing Several Projects
Taking Over Ongoing Projects
Establishing Credibility and Project
Detailed Estimating Unforeseen Events
Inventory the Project to Find Leverage
“Threading” Your Methodology to an
What is a Stakeholder Change?
Assessing the Impact of Stakeholder
Change on Your Project
Responding to Stakeholder Change
Scaling Project Management to Meet the
Factors in Scaling Project Management Identifying and Protecting the Core
Project Management Processes
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