Project Management

Contract Professionals

September 26 2019

PROJECT MANAGEMENT FOR CONTRACT PROFESSIONALS

Overview
- - Definition of a project and project management
  - Project and contract relationship
  - Project life cycle
  - Project stakeholders
Principles of contracts
- - Definition of a contract
  - Elements of a contract
  - Objectives of contract management
  - Knowing your contract
  - Scope of work
  - Terms and conditions
  - Stages of contracting
Pre-award phase
- - Developing the business case
  - Project charter
  - Project scope statement
  - Contracting plan
  - Locating contractors
  - Contractors pre-qualification
  - Developing the project plan
Project planning
- - Work breakdown structure
  - Duration and resources estimation
  - Relationships between activities
  - Network diagrams
  - Critical path analysis
  - Developing a \’Gantt\’ chart
  - Milestone charts
  - Resource allocation
  - Project budgeting
  - Project and contract risk management
Award phase
- - Evaluation plan
  - Terms and conditions
  - Fixed price contracts
  - Cost reimbursable contracts
  - Time and material contracts
Post award phase
- - Contract administration
  - Project status reporting
  - Managing deviations
  - Tools used to manage projects and contracts
  - Variation orders
  - Handling claims
  - Dealing with disputes
  - Breach of contract

Project Management Skills

September 26 2019

PROJECT MANAGEMENT SKILLS

Planning projects
- - Project management definitions
  - Projects versus operations
  - Managing project constraints
  - Applications of project management
  - Potential benefits of project management
  - Definition of project life cycle
  - Defining project requirements
    Statement of Work (SOW)
    Project specifications
    Milestone schedule
    Work breakdown structure
  - WBS decomposition problems
  - WBS guidelines and checklists
Scheduling projects
- - Linking activities and WBS sequencing
  - Forward and backward scheduling
  - Critical Path Method (CPM)
  - Slack management
  - Program Evaluation and Review Technique (PERT)
  - Schedule compression techniques
  - Myths and realities of schedule compression
  - Resource planning and leveling
Organizing and controlling projects
- - Project organization and project control
  - Mastering earned value management
  - Schedule and budget variances
  - Project forecasting
  - Project management reporting
  - Auditing a project
  - The role of software in project management
Selecting projects using capital budgeting techniques
- - Definition of capital budgeting
  - Cost of capital
  - Accounting Rate of Return (ARR)
  - Payback Period (PP)
  - Net Present Value (NPV)
  - Internal Rate of Return (IRR)
Managing project stakeholders
- - Identifying stakeholders
  - Types of stakeholders
  - Stakeholder power and interest grid
  - Planning stakeholder management
  - Managing stakeholder engagement
  - Controlling stakeholder engagement

Mastering Project Matrix

September 26 2019

MASTERING PROJECT METRICS, KPIs AND DASHBOARDS

The driving forces for better project metrics
- - Executive view of project management
  - Types of project management methodologies
  - Framework versus methodology
  - \’Engagement\’ project management
  - A new look at defining project success
  - Stakeholder relations management cycle
  - Project scope creep
  - Project health checks
Project metrics
- - Project management metrics: early years versus current view
  - Understanding project metrics
  - Metrics requirements
  - Characteristics of project metrics
  - Project metrics categories and types
  - Selecting the right project metrics
  - Metrics and the Project Management Office (PMO)
Project key performance indicators
- - The need and use for project KPIs
  - Characteristics of KPIs
  - Categories of KPIs
  - Selecting KPIs
  - Measuring KPIs
  - KPIs\’ interdependencies
  - Targets and failures
  - Top 25 project management KPIs
Managing project metrics and KPIs using MS project
- - Developing earned value metrics and KPIs
  - Reports versus views
  - Formatting tables in a report
  - Formatting charts in a report
  - Creating a custom report
Project dashboards
- - Traffic light dashboards reporting
  - Dashboards and scorecards
  - Benefits of dashboards
  - Rules for dashboards
  - Dashboard design tips
Value based project management metrics
- - Combining success and value
  - Recognizing the need for project value metrics
  - The need for effective measurement techniques
  - The relationship between project management and value
  - Creating project value metrics
  - Value metric measurement

Microsoft Training Workshop

September 26 2019

MICROSOFT PROJECT WORKSHOP

Course Outline

Understanding projects
- - Project definition
  - Triple constraints
  - Project management processes
  - Project life cycle
Starting a new project
- - Creating a project file
  - Setting project calendar
  - Entering and manipulating new tasks
  - Entering milestones
Scheduling tasks
- - Establishing tasks dependencies
  - Setting up task constraints
  - Entering recurring tasks
  - Splitting tasks
Managing resources
- - Adding and entering resource capacity
  - Resource calendar
  - Assigning work resources to tasks
  - Finding the right resources
  - Effort driven scheduling
Identifying critical path and resource allocation
- - Network diagram
  - Critical path analysis
  - Resource allocation
  - Resources leveling
Tracking progress
- - Saving the project baseline
  - Tracking the project as scheduled
  - Entering the task completion percentage and actual values
  - Rescheduling incomplete work
  - Updating baseline
Organizing and formatting project details
- - Sorting and grouping project details
  - Filtering project details
  - Customizing tables, views and Gantt charts
  - Customizing and printing reports
  - Viewing and reporting project status
  - Spotlight report
Consolidating projects and resources
- - Creating resource pool
  - Linking projects to resource pool
  - Consolidating project plans
  - Creating dependencies between projects
  - Earned value calculations

Project Management

September 24 2019

PROJECT MANAGEMENT PROFESSIONAL (PMP)

Essential of Project Management
- Definition of project
- Definition of project management
- Different types of project
- Project life cycles and life histories
- Project management processes
- Factors for assessing project success or failure
- Relationship between three primary objectives
  - The quality/cost relationship
  - The time/cost relationship
- Perceptions of project success or failure beyond the three primary objectives
  - Identifying and ranking the stakeholders
- Benefit Realization

Define your Project
- The customer’s project specification
- Project scope
- Use checklist
- The contractor’s initial specification
- Specification of production methods
- Construction specification
- Specifications for product development projects
- Developing the project specification
- Projects which are difficult or impossible to define
  - Using a feasibility study to improve early project definition
  - A step-by-step approach to risk limitation
  - Some commercial safeguards
  - Risk analysis techniques

Organizing the Scope
- Effective organization and communications
- Project teams versus functional group or matrix organizations
- Functional matrix organizations
- Variations of the matrix organization
  - Weak matrix
  - Balanced matrix
  - Project matrix
- Project team organization
- Which type of organization is best?
  - Team
  - Matrix
  - The hybrid option
- Organizations with more than one project manager
- The project manager
  - Personality
  - Perceptiveness and the use of project information
  - The project manager as a hunter/gatherer of information
  - General knowledge and current awareness
  - Support, cooperation and training for the project manager
- Project services groups

Work Breakdown and Coding
- Family tree hierarchy
- Work breakdown structures for large projects
- Coding system
- Benefits of a logical coding system
- Choosing a coding system

Cost Estimation
- Cost format
- Estimating accuracy
- Classification of estimates according to confidence
- Standard tables
- Profit vulnerability
- Compiling the task list
- Documentation
- Collecting departmental estimates
- Manufacturing estimates with no drawings
- Estimating units
- Personal estimating characteristics
  - Optimistic estimators
  - Pessimistic estimators
  - Inconsistent estimators
  - Accurate estimators
  - Making allowances
- Estimates for material and equipment costs
- Below-the-line-costs
  - Contingency allowances
  - Cost escalation
  - Using a validity time limit to reduce cost escalation risk
  - Provisional sums
  - Foreign currencies
- Reviewing the cost estimates

Planning for Risk
- Bar charts
- Critical path networks
- The different network nation systems
- Critical path networks using arrow diagrams
  - Activities and events
  - Time analysis
- Precedence diagrams
  - Activities
  - Complex constrains
  - Time analysis of precedence networks
- Level of detail in network diagrams
- Should a large network be broken down into smaller networks?
- Interface activities
- Milestones
- Is the predicted timescale too long?
- Early consideration of resource constraints
- Scheduling resource
- The role of network analysis in resource scheduling

Implementation
- Project authorization
- Preliminary organization of the project
- Responsibility matrix
- Project design standards and procedures
- Choice of planning and control procedures
- Physical preparations and organization
  - Importance of checklists
- Getting work started
- Detailed planning and work instructions
- Drawing and purchase control schedules

Managing Purchases
- Listing and specifying the goods
- Early ordering of long-lead items
- Supplier selection
- Ordering
- Expediting
- Goods receipt
- Shortages
- Procedures for assuring quality and progress
- Vendors’ documents
- Shipping, port and customs formalities

Managing Costs
- A checklist of cost management factors
- Cost budgets
- Purchased materials, equipment and services
- Milestone analysis
- A simple performance analysis method for design engineering
- An outline of earned value analysis
- Effect of modifications on earned value analysis
  - Unfunded modifications
  - Completed work rendered void by unfunded modifications
  - Customer-funded modifications
- The project ledger concept
- Predicting profitability for a project
- Post-mortem

Managing Changes
- Classification of changes
- Authorization arrangements
- Registration and progressing
- Formal procedures for external change requests
- Formal procedure for internal change requests
- Design freeze
- The interchangeability rule
- Emergency modifications

Managing Progress
- Project progressing as a closed loop control system
- Progress monitoring and schedule updating
- If the news is bad
- Corrective measures
- Progress meetings
- Project progress reports
- Project closure
  - Project closure document
  - Cost cut-off