January Project Management Week

Top Callout: Manage the “Triple Constraint:” Project Scope, Time and Cost

Day 1: Monday January 31, 2011

8:30 Registration and Continental Breakfast

9:00 Introduction to Project Management: The Latest Methodologies in Project Management According to the PMBOK®
 •Describe the differences between operations, projects and programs
 •Define roles, review the necessary skills of project managers and identify possible competency gaps

Examine the Terminology: Understand Key Concepts and Terms
 •Review key project management terminology as it relates to the PMBOK® and project management methodology
 •Differentiate the various roles and responsibilities of project stakeholders

Develop Project Management Skills for Success
 •Utilize various methods to enhance project team building
 •Understand the key organizational influences that may affect a project

12:00 Lunch Break

Administer the Project Initiation Phase
 •Implement key stakeholder techniques for the first customer/sponsor meetings
 •Determine and describe project requirements in clear terms

Enhance the Project Organization Phase
 •Align project team requirements with current organizational structure and standards
 •Identify roles and develop necessary skills to effectively deliver on planned objectives

Create the Project Charter
 •Review criteria to determine exactly what is needed in the project charter documents
 •Utilize best-in-class techniques for executing a project charter with full sponsor’s approval

4:00 Day One Adjourns

Day 2: Tuesday February 1, 2011

8:30 Registration and Continental Breakfast

9:00 Advance Your Knowledge on How to Define a Project
 •Understand and identify the components of a project description document
 •Create and describe the purpose of a project priority matrix

Strategically Arrange the Project Infrastructure
 •Determine the purpose of defining the project infrastructure
 •Develop quality standards based on project goals and contract requirements

Visualize and Plan the Project Activities Using a Work Breakdown Structure
 •Comprehend the purpose of a Work Breakdown Structure (WBS)
 •Create a WBS using two techniques

12:00 Lunch Break

Employ the Work Breakdown Structure for Effective Estimating
 •Differentiate cost estimating and cost budgeting
 •Develop an expected value process to create a defensible contingency reserve

Prepare and Advise a Preliminary Schedule
 •Create a network diagram and identify the critical path
 •Identify early and late schedules and produce a preliminary Gantt Chart using this information

Construct the Network Diagram Applicable to Specific Projects
 •Monitor project timing and resources and manage the links between them
 •Establish then minimize realistic project duration while maintaining overall cost and design requirements

4:00 Day Two Adjourns

Day 3: Wednesday February 2, 2011

8:30 Registration and Continental Breakfast

9:00 Delineate Project Estimates
 •Differentiate a contingency reserve and a management reserve
 •Use your WBS to provide a more accurate project estimate

Analyze the Network Diagram
 •Resolve project and program problems and make decisions
 •Establish then minimize realistic project duration while maintaining overall cost and design requirements

Manage Project Progress through Gantt Chart Integration
 •Graphically document, manage and monitor project progress to minimize setbacks
 •Maintain project scope and take corrective action to get projects back on course

12:00 Lunch Break

Utilize and Load Organizational Resources
 •Maintain and assign people, facility and equipment resources accordingly
 •Actively adjust loads and variable expenses and understand the difference between generic-and specific-level resources

Supervise the Project Budget
 •Identify your costs and develop your own project budgeting process
 •Create a baseline to determine if the project is on track and help chart the project and progress

Effectively Optimize the Project Plan
 •Develop key strategies for creating and optimizing the project plan
 •Manage project status and anticipate problems that can hurt project progress

4:00 Day Three Adjourns

Day 4: Thursday February 3, 2011

8:30 Registration and Continental Breakfast

9:00 Define and Manage Project Risks
 •Identify and evaluate project risk
 •Discover specific risks by project and by work package or activity

Implement Risk Analysis Techniques
 •Determine how risk management will be executed, who will be involved and the precise techniques to use
 •Objectively analyze the probability and impact of each possible risk

Blueprint a Risk Management Plan
 •Create risk management plan to ensure successful project execution
 •Analyze, control, and mitigate risks using this effective tool

12:00 Lunch Break

Assemble the Project Team
 •Evaluate project human capital needs and negotiate staff assignments with senior leadership
 •Lead exercise that promote overall team success

Understand the Project Manager’s Role in Team Development
 •Overcome the many challenges to being an effective project leader
 •Strengthen your leadership skills by assessing, developing and advancing management capabilities

Assess and Report Project Status
 •Record and report project status using different methods
 •Ensure data accuracy when giving real project status reports

4:00 Day Four Adjourns

Day 5: Friday February 4, 2011

8:30 Registration and Continental Breakfast

9:00 Manage Change throughout the Project Lifecycle
 •Manage and communicate project change
 •Create a change management system to avoid confusion and keep your projects on track

Establish Change Management Control Procedures
 •Initiate a change management process within your project
 •Enhance project team success through effective change initiatives

Adjust the Scope for Schedule Changes
 •Schedule changes that can uncontrollably alter the project scope
 •Keep your project within scope and on time using best practices

12:00     Lunch Break

Monitor and Control Project Processes
 •Utilize proper measures and metrics to gauge project processes
 •Effectively report project processes and make enhancements

Execute the Project Closeout Phase
 •Name the three steps to closing out a project and several choices for project closeout activities
 •Conduct a project closeout review

Document Lessons Learned to Implement Down the Line
 •Document project successes and improvements
 •Implement a system to ensure data and metrics for further projects

4:00 Conference Adjourns