Introduction

Projects frequently fail, not because of a lack of technical skills on the part of those executing the project, but because of inadequate coordination, integration, communication and control of project activities, people, stakeholders and contractors. This is due mainly to the inability of many project managers to successfully apply the tools and techniques of modern project coordination and control to their projects, as well as to manage and motivate the human resources assigned to the project.

In addition to the financial losses suffered by the organization, many such projects also fail to deliver the required quality of outcomes intended for the project, as a direct consequence of the inadequate identification, definition, planning and control of client or end-user requirements. At this level of management, project and program managers interface to a much larger degree with the strategic business goals and objectives of the company, and are typically involved in strategic business and financial decisions affecting the overall success and efficiency of the organization.

Hence, integration and beneficial utilization of organizational resources, and the application of project portfolio management skills, become critical to the effective and successful delivery of projects.

Highlights of the seminar:

• Coordinate and integrate projects, people, suppliers, and stakeholders.
• Proactively identify the requirements of the project in terms of the business objectives
• Understand what it takes to be a successful and effective project coordinator.
• Select and manage teams and plan and control projects successfully.
• Sidestep the most common project management pitfalls and problems.
• Understand and practice effective project coordination techniques in successfully completing and handing over projects

This brand new seminar will significantly enhance the skills and knowledge of delegates and improve their ability to plan, manage, and control projects. The material has been designed to enable delegates to apply all of the material with immediate effect at the office.

Seminar Objectives

The Primary Objectives of the Seminar are to help Delegates to:

• Gain knowledge of techniques used in project planning and control
• Systematically define, design, and integrate end-user requirements in the project
• Identify risk sources and learn how to mitigate potential risks and deal with uncertainty
• Learn how to administer project documentation and reporting
• Develop effective performance monitoring and control systems
• Effectively select, develop, and manage human resource

Training Methodology

Delegates will develop fundamental project management performance and control skills and knowledge through formal and interactive learning methods. The program includes team projects, applicable case studies, group discussion and critical analysis of video material based on actual large construction projects.

Additionally, the seminar does not assume prior knowledge of the topics covered in the course. New concepts and tools are introduced gradually to enable delegates to progress from the fundamental to the more advanced concepts of project management.

Organisational Impact

This 5-day seminar will provide you with a proven set of critical methods, processes, tools and techniques to coordinate projects and people, and set up organizational structures to ensure maximum integration across organizations.

• Integrate project progress, resources and risk strategies into a dynamic, manageable plan
• Maintain continuous project performance and delivery control
• Measure, forecast and control project performance by employing earned value techniques
• Produce clear and concise project progress reports
• Identify the consequences of risk and uncertainty on the project
• Effectively manage project teams, stakeholders, and groups of people

Personal Impact

• This Program takes the practice of project planning, coordination, integration and control to a new level to ensure maximum results
• The most recent developments in the field are included to provide fresh inputs to your project management efforts
• The course takes a practical rather than a theoretical approach so that new skills can be applied with immediate effect
• High quality videos of substantial projects of different kinds are screened and discussed during the seminar
• Group activities and exercises will ensure mastery of the practical application of new skills learned
• Related project management fields such as risk are continuously incorporated to provide an integrated view of the total project management process

Who Should Attend?

This seminar is designed for:

• Project managers
• Project planning engineers and managers
• Senior project control and business services professionals who have the responsibility for planning and controlling project schedules and costs in client and contracting companies.

Seminar Outline

Day 1: Project Business Planning & Organizational Structures, Systems and Processes

Project Business Planning

• Corporate Strategy and Organizational Projects
• Setting the Stage for Project Alignment with Strategy
• Developing a Strategic Management Plan
• The Strategic Management Process
• Environmental Analysis and Portfolio Development
• The Aggregate Strategic Project Plan
• Objective Directed PM Process
• Knowledge Areas & Project Process Flow
• The Triple Constraint
• Stakeholder Identification and Analysis
• Resource Responsibility Matrix
• The Project Life-Cycle

Organisational Structures, Systems, and Processes for Project Coordination

• Integrated Enterprise Project Planning and Management Cycle (IPPMC)
• Program Management and Portfolio Management
• Program Management and Project Management
• Program Management in Organisational Planning
• Program Governance
• The Program Life-Cycle
• Benefits Management
• Stakeholder Management
• Program Governance through Phase-Gate Reviews
• Program Management Life-Cycle Phases
• Pre-Program Set Up
• Program Set Up
• Program Management and Technical Infrastructure
• Program Close-Out
• Development of Corporate Structures for Program Management
• Integration of Functional Departments

Day 2:  Integrated Project Management System Development

Setting Up an Integrated Project Management System

• Organisation-wide Project Management System
• Program/Portfolio Planning and Development System
• Resource Management System
• Program Information Technology System
• Process Flow Diagrams
• Major Project Documents
• Develop Project Charter
• Develop Preliminary Project Scope Statement
• Develop Project Management Plan
• Product/Service Development Process
• Interface Management Processes
• Program Monitoring and Control System
• Change Management System
• Direct and Manage Project Execution
• Program Evaluation System

Day 3 : Selecting and Developing the Project Team

Selecting, Developing and Managing the Project Team

• Organizational Structures
• Functional Organization
• Weak Matrix Organization
• Strong Matrix Organization
• Balanced Matrix Organization
• Projectized Organization
• Organizational Structure Influences on Projects
• The Communication Loop
• Stages of Team Development
• Dynamics of Team Development
• Relationship Awareness Theory
• Patterns of Motivation
• Management of Agreement -The Abilene Paradox
• Types of Power/Authority
• Maslow’s Hierarchy
• Human Resource Management
• What Is Leadership?
• Definition of a Team
• Situational Leadership® Styles
• Team Developmental Levels
• Situational Leadership as a Model for Team Leadership

End-User Requirements Definition and Development

• Preparing Requirements and Specifications
• Design and Functional Considerations
• Marketing Considerations for Consumer Acceptance
• Manufacturing Considerations for Economical Development
• Procurement Considerations in terms of Markets, Materials Availability, Supplier Capabilities, and Costs
• Quality Function Deployment Model
• Defining requirements
• Achieving technical requirements
• Setting Target values for requirements
• Dealing with Conflicting Needs and Requirements
• Quantification of the Relative Importance of Requirements

Day 4: Project Scope Definition and Risk and Contingency Analysis

Project Scope Definition

• Initiation
• Project Selection Process
• Selection Criteria
• Project Evaluation and Prioritization
• Project Selection Techniques
• Scope Statement
• Project objectives
• Statement of Work (SOW)
• Identify Resource Responsibilities
• Scope Definition
• Work Breakdown Structure
• Scope Change Control

Project Risk and Contingency Analysis

• Definitions - What is Risk?
• Risk Management Process
• Risk Management Model
• Identifying Potential Risk Events
• Risk Scenario Description
• Identifying Triggers, Indicators and Receptors
• Qualitative and Semi-Quantitative Risk Analysis Techniques
• Risk Matrices and Risk Ranking
• Progressive Risk Management Plan Development
• Detailed Risk Quantification and Prioritisation
• Expected Monetary Value Concepts
• Risk Quantification and Expected Monetary Value
• Decisions Under Conditions of Uncertainty
• Risk Strategy Development

Day 5: Project Progress Management and Recovery Planning

Project Progress Management and Control

• Organizational Structures
• Bid Documents Development
• Project Management Reporting
• Earned Value (EV)
• Key Earned Value Terminology
• Combining Schedule and Costs
• Project Status Report
• Schedule Variance (SV)
• Cost Variance (CV)
• Schedule Performance Index (SPI)
• SPI Run Chart
• Cost Performance Index (CPI)
• CPI Run Chart
• Estimated Cost at Completion
• Estimated Duration at Completion

Project Recovery Plan Development

• Project Variance Analysis and Quantification
• Schedule Performance Index (SPI)
• Cost Performance Index (CPI)
• Setting Schedule and Cost Control Limits
• Project Recovery Data Assessment
• Schedule and Cost Recovery Analysis
• Schedule and Cost Recovery Plan
• Project Recovery Baselines and Controls