| Course Code: |
MQ 453 |
| Course Abstract: |
This workshop covers a variety of topics important to the Project Manager. The reviewed numbers that are near and dear to bringing projects in on time and on budget, include the business case decision and how it is made, Earned Value calculations, report interpretation and trend analysis, all of which are necessary for effective control. We will also examine the newer concept, Critical Chain, including why it was developed, and its use in improving scheduling. The remainder of the workshop focuses on day to day challenges of project management, including taking over existing projects, particularly when the PM is no longer around. You will also gain important insight and tools in dealing with politics and quality issues influencing the decisions surrounding projects of all shapes and sizes.
Participants need to bring calculators with them to class. 13 PDUs
|
| Audience: |
This workshop is intended for experienced project managers or those who have taken the Project Management Essentials workshop. |
| Duration: |
2 days |
| Learning Outcomes: |
Upon completion of this course, the participant will be able to:
> Provide management with data that will help them in making informed decisions
> Avoid common estimating mistakes
> Apply a process to rank projects
> Determine which measures can be used as a scorecard for their project
> Manage risks for even the most complex projects
> Explore how to survive project politics that can support or hinder projects
> Recognize the importance of the Project Manager’s network and how key business decisions get made |
| Course Topics: |
1. Taking Over an Existing Project
This is a dilemma faced often by the Project Manager who is often directed to take on an existing project, whether it be healthy or deathly ill.
a. Why assign a new PM?
b. Pitfalls
c. Due diligence
d. Create a written report
2. Risk Management
Not addressing and planning for risk has been the death knell for many good projects. Predict what might happen and create the appropriate plan to address.
a. Risk principles
b. Stepping through the risk processes
c. Evaluating risk tolerance
3. The Business Case and Portfolio Management
ROI is becoming a major factor in determining the value of a project. In addition, we have numerous projects waiting to begin and must have an effective way of governing the portfolio.
a. Building the Business Case
b. Project Portfolio Management
4. Critical Chain and Estimating
Eliyahu Goldratt discovered some great techniques for making projects move along more quickly, eliminating some of the padding and providing best practices. Will they work in your organization? How well do you estimate the time on your projects?
a. What is Critical Chain and the Theory of Constraints
b. Critical Chain scheduling
c. Estimate Definition and Purpose
d. Errors and Estimate Accuracy
e. Estimate Attributes and Influencers
5. Earned Value
How can you accurately determine how the project is doing against the plan? This is one of the best and simplest tools you can use, but do you have the data you will need to make it work?
a. What is Earned Value and How Does it Work?
b. Terms and Formulas
c. What it Takes to Make it Work
d. Forecasting with Earned Value
6. Politics
Every project is filled with issues around managing stakeholders and personal agendas. The challenge is in being able to understand the rules of the game.
a. Politics: Bad or Neutral?
b. Influence
c. Tactics
d. Survival for the PM
e. Strategies to Manage |
| Prerequisites: |
Participants should have a working knowledge of project management fundamentals, including work breakdown structures and network diagrams, as well as project management experience. |