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APMG International Project Planning and Control (TM) Practitioner, 2 days

Delivered at your office or a training centre, in groups or 1-2-1

This two day event consolidates and expands on effective project planning and control taught in the Foundation Course. Effective planning and control requires an understanding of a clear project definition, supported by a robust approach to planning the project. This, in turn requires the selection and use of appropriate scheduling techniques which are supported by rigorous monitoring for effective proactive control. A sound basis for effective record keeping will facilitate the understanding of lessons learned which supports continuous improvement, thus adding value to organisational aspirations and objectives.

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Key features

  • Live instructor-led course with 12 hours of training
  • Session runs from 9.30–5pm with normal breaks included
  • Fully certified trainer
  • Get key skills and practical knowledge
  • This course is available for delivery at your office, 1-2-1 and groups – contact us
  • Course materials included
  • Recognised course certificate

What will I learn?

DEFINITION (DE)

Delegates are introduced to the world of projects and capital expenditure. The following key areas are covered:

Factors to consider to ensure the WI and SOW are fit for purpose
Key elements needed for effective project planning
The need for effective stakeholder management

PLANNING (PL)

The following areas will be discussed:

Determine activities, outputs and roles involved in the development and maintenance of the plans required throughout the life of the project
Determine when top-down, bottom-up and rolling-wave approaches to planning should be adopted and the outputs of each
Interpret ‘S’ curves and identify planning strategies to work out how best to deliver the project
Identify appropriate project information for inclusion in the project’s Product Breakdown Structure (PBS) and apply the guidance to its creation
Identify appropriate project information for inclusion in the project’s Work Breakdown Structure (WBS) and apply the guidance to its creation
Identify appropriate project information for inclusion in the project’s WBS Dictionary and apply the guidance to its creation
Identify appropriate project information for inclusion in the project’s Organisational Breakdown Structure (OBS) and apply the guidance to its creation
Identify appropriate project information for inclusion in the project’s Responsibility Assignment Matrix (RAM) and RACI Matrix and apply the guidance to their creation
Identify appropriate project information for inclusion in the project’s Cost Breakdown Structure (CBS) and Resource Breakdown Structure (RBS) and apply the guidance to their creation
Identify the project interfaces that need to be monitored and controlled during the life of the project, together with their scope
Determine the appropriate approaches for producing project estimates
Whether specific activities associated with the development and maintenance of the plans required throughout the life of the project have been applied appropriately, with reasons
Whether a chosen delivery strategy for the project is appropriate, with reasons
Whether a chosen planning strategy for the project is likely to be effective, with reasons
Whether the project’s Product Breakdown Structure (PBS) is fit for purpose, with reasons
Whether the project’s Work Breakdown Structure (WBS) is fit for purpose, with reasons
Whether the project’s WBS Dictionary is fit for purpose, with reasons
Whether the project’s Organisational Breakdown Structure (OBS) is fit for purpose, with reasons
Whether the project’s Cost Breakdown Structure (CBS) and Resource Breakdown Structure (RBS) are fit for purpose, with reasons
Whether the project interfaces that need to be monitored and
Whether selected estimate techniques/methodologies for the project are appropriate, with reasons
Whether the use of activities associated with the handover and closeout of the project are likely to be appropriate, with reasons

SCHEDULING (SC)

The following areas will be discussed:

Advantages and disadvantages of Target Schedules
Steps in the process of resourcing the schedule
Need to manage project interfaces and the activities necessary to implement the four key stages of dependency management:
1. Identification
2. Coding
3. Integration and impact analysis (incl. internal and external integration)
4. Impact resolution

Identify and apply the activities involved in the development and maintenance of the project schedule
Identify the types and required densities (levels) of the schedule(s) required by the project and the types of information that may be included in those schedules
Determine which elements of schedule design should be included in the project schedule a how they should be used

MONITOR AND CONTROL (MC)

The following areas will be discussed:

The use of Earned Value Techniques (EVT) and the advantages/limitations of Earned Value Analysis
Outputs of a project level change control process including the information required (incl. Change Requests, Change Log, Change
Orders and Change Reporting Requirements)
Purpose of Risk Management together with the ways of drawing down risk budget
Purpose and key elements of Quantitative Schedule Risk Analysis (QSRA), together with:
1. Its reliance on Monte Carlo analysis
2. The two elements of QSRA
3. Process – stages and their characteristics
4. Outputs (Probability Charts and Tornado Charts)

Purpose and steps of Monte Carlo analysis, including distribution types
Purpose and key elements of Quantitative Cost Risk Analysis (QCRA), together with:
1. Process – stages and their characteristics
2. Outputs (Cumulative Normal Distributions (S-curves) for cost impacts, Sensitivity (Tornado) Charts and QSRA Percentiles)
3. Use of Sensitivity Analysis

Purpose and methods of Forensic Analysis:
1. As-Planned vs. As-Built Method (AP v AB)
2. Impacted As-Planned Method (IAP)
3. Collapsed As-built Method (CAB) or AS-built But For (ABBF)
4. Time Impact Analysis Method (TIA)

Requirements, Advantages, Disadvantages and where it can be used together with other relevant considerations

I found the pace perfect for the group as we all had differing levels of experience”

Karen C

Be able to apply key concepts relating to the Monitoring and Control of a project within a given scenario. Specifically to identify and apply activities involved in the development and maintenance of the project baseline, together with the application of the rules
Determine the most appropriate methods of reporting the performance of the project and what project information should be included in the performance reports produced
Interpret the outputs of methods of reporting performance:
1. Drop line method
2. Activity Weeks method
3. Milestone monitoring
4. Cash Flow monitoring
5. Resource monitoring
6. Network Analysis and measurement of float usage

Interpret:
1. Curves showing Planned Value, Actual Cost and Earned Value, Cost and Schedule Variance
2. Cost and Schedule Variance Charts
3. Bulls Eye Performance Charts

In order to determine the status of the project and identify the likely causes of the reported performance

Perform Earned Value calculations and determine the status of the project and identify the likely causes of the reported performance:
1. Cost Variance (CV)
2. Schedule Variance (SV)
3. Schedule Performance Index (SPI) Cost Performance Index (CPI)

Use Earned Value data to produce project forecasts:
1. Estimate At Completion (EAC)
2. Estimate To Complete (ETC) Estimate Time To Complete (ETTC)

Determine the most appropriate Earned Value Technique (EVT) for application during the project
Identify and apply activities involved in the application of an appropriate short-term planning process for the project
Identify appropriate use and information for inclusion in the following:
1. Change Request
2. Change Log
3. Monthly Change Report

Identify activities involved in the application of an appropriate change control process for the project
Risk Assessment, the use of the Risk Assessment Matrix, Risk Log and the planning and controlling of the funds for managing risk
Interpret the results of the project’s Quantitative Schedule Risk Analysis (QSRA) as displayed on:
1. Probability Charts
2. Tornado Chart
3. Quantitative Schedule Risk Analysis (QSRA) Chart Duration Uncertainty Tornado Chart

Purpose and steps of Monte Carlo analysis, including distribution types
Interpret the results of the project’s Quantitative Cost Risk Analysis (QCRA) and Cost Impact Severity Tornado Chart
Identify and apply methods Forensic Analysis and Delay and Disruption Analysis
Be able to identify, analyse and distinguish between the appropriate and inappropriate use of key concepts relating to the Monitoring and Control of a project within a given project scenario. Specifically to analyse:
1. Whether specific activities undertaken to establish and maintain a Project Baseline are appropriate, with reasons
2. Whether Performance Reports are fit for purpose, with reasons

Whether methods of reporting the project’s performance are applied appropriately and whether their outputs are fit for purpose, with reasons:
1. Drop line method
2. Activity Weeks method
3. Milestone monitoring
4. Cash Flow monitoring
5. Resource monitoring
6. Network Analysis and measurement of float usage

Whether Earned Value information has been interpreted correctly: to determine the status of the project and the likely causes of the reported performance
Whether Earned Value calculations have been performed and interpreted correctly to determine the status of the project and identify the likely causes of the reported performance
Whether Earned Value data has been used appropriately to produce project forecasts
Whether the application of Earned Value Techniques (EVTs) to the project is appropriate, with reasons
Whether the use of specific activities undertaken during short-term, high density scheduling are appropriate, with reasons
Whether the following are fit for purpose, with reasons:
1. Change Request
2. Change Log
3. Monthly Change Report

Whether the use of specific Change Management activities are appropriate, with reasons
Whether the Risk Assessment, the use of the Risk Assessment Matrix, Risk Log and planning and controlling of the funds for managing risk are appropriate, with reasons
Whether the results of Quantitative Schedule Risk Analysis (QSRA) as displayed on:
1. Probability Charts
2. Tornado Chart
3. Quantitative Schedule Risk Analysis (QSRA) Chart
4. Duration Uncertainty Tornado Chart are appropriate and accurate.

Purpose and steps of Monte Carlo analysis, including distribution
Interpret the results of the project’s Quantitative Cost Risk Analysis (QCRA) and the Cost Impact Severity Tornado Chart
Identify and apply methods Forensic Analysis and Delay and Disruption Analysis

“All Courses are offered by (QA Limited and Global Knowledge Limited), an Accredited Training Organisation of The APM Group Ltd”
“The Courses on this page are offered by (QA Limited and Global Knowledge Limited), an Accredited Training Organisation of The APMG Group Ltd”

 

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