| Day 1 |
- Introduction & Overview:
- A high level view of projects and the PM's role and responsibilities.
An analysis of why so many projects fail, and how to avoid failure in
the future. Covers in particular the problems that some PMs experience
in moving from technical roles and also the difficulties of having dual
roles.
- What does a Project Manager do all day?
- Looks at the 3 stages of a project, (Start-up, Delivery and Close Down),
and identifies the PM's tasks during each stage. It also highlights
the need for a clear hand-over from the sales team to kick the project
off.
- Start-up - Know the Requirements:
- Underlines the importance of having a clear and agreed set of requirements.
The practical exercise uses a real requirement specification and demonstrates
what can go wrong when the requirements are not well defined.
- Start-up - Contract management:
- Highlights the importance of the PM having a good understanding of the
client contract. By use of a real contract, the practical exercise provide
an opportunity to understand key terms and conditions, and to see what
can go wrong if the project is not managed in accordance with the contract.
- Start-up - Risk Identification and Assessment:
- Highlights the importance of being aware of the risks to the project.
The practical, based on a real project, demonstrates how to identify risks
and put in place plans to contain them.
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| Day 2 |
- Start-up - Project Planning:
A step by step approach to planning the project:
- Understanding the Project Lifecycle
- Identifying Products
- Building the Work Breakdown Structure (tasks)
- Estimating effort for tasks
- Estimating PM effort
- Dependencies and Constraints
- Resource allocation & levelling
- Critical path analysis/Pert charts
- Milestones
- Costs and budget
- Base-lining
The practical provides the opportunity to construct a plan for a real project.
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| Day 3 |
- Start-up - Managing Meetings:
- How to prepare, control and minute meetings.
- Start-up - Other activities:
- Covers the remaining start-up activities such as production of quality plan/PID and kick-off meetings.
- Project Delivery - Introduction:
- Reviews the PM's responsibilities during the delivery phase of the project, and provides an approach to personal time management.
- Project Delivery - Tracking and reporting Progress:
- Using the project plan examines ways of tracking progress against the baseline, and measuring costs against original budgets. Methods of management reporting are also covered here.
- Project Delivery - Communication skills:
- Looks at improving communication skills (written, verbal and body language) and specifically how to improve communication with clients and senior management.
- Project Delivery - Managing the Team:
- Covers the key skills of team management: motivation, communication, discipline and delegation. The role-playing exercises are based on real project situations and re-enforces the lessons learned.
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| Day 4 |
- Project Delivery - Managing Change:
- Demonstrates the approach to change control, underlining the importance of controlling change, and what goes wrong when it is not controlled.
- Project Delivery - Managing Suppliers:
- Looks at the different types of contractual relationships, and how to manage suppliers effectively.
- Project Delivery - Managing the Client:
- This valuable module provides an approach to building sound working relationships with clients and an understanding as to why relationships can easily breakdown. The role-playing exercises demonstrate how to gain/regain client confidence.
- Project Delivery: Other Activities:
- Covers the remaining delivery activities, such as managing risks and issues, and ensuring quality.
- Project Close-Down:
- Looks at a controlled project closure, with acceptance gained, invoices raised and lessons learned.
- Course Review
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