Project Management Skills
Successful project management
This intensive two-day seminar will guide you on the skills and techniques necessary for the successful delivery of large and small projects on-time and within budget.
22 September 2009
2 Days
-
GBP 999 + VAT
Membership Price: 499.5 + VAT London
9.00-9.30
5.00
27732
Why you should attend this seminar
Project management is a process required by many organisations in most industries. Those involved, however, often find they are developing their skills ‘on the job’ and feel the need to formalise their experience and maintain their knowledge of current best practice. This very popular seminar, accredited by the Association of Project Management, has been designed to meet those needs by providing an intensive overview of the core skills and knowledge required to become and remain a successful project manager.
Key benefits
- Review a wide body of expert knowledge and the key requirements for success
- Focus on your role and understand how to develop the skills required
- Understand the ways that other organisations manage projects
- Achieve a structured approach to managing projects
- Discuss challenges in your current role with colleagues and specialist consultants
- Learn specific tools and techniques for doing the job quickly and effectively
- Avoid the pain of making costly, unnecessary mistakes
- Improve your ability to deliver consistently, on time and within your budget
- Improve client satisfaction and your credibility as a project manager
- Assess the likely success of your projects and how to improve their performance
Who should attend?
This intensive seminar is designed for:
- Project managers
- Project team leaders/project engineers
- Contract managers
- Line and resource managers and those preparing to take up these roles
Programme
Key concepts and factors critical to success
- The challenge of project management
- Understanding the business context; the project manager’s role
- Management needs of different types of project; project life cycles
- Roles of project and line managers; matrix management
- Defining project performance; learning from project audits
- Walking the tightrope between ‘can do’ and ‘gung-ho’; effective prevention management
- Criticality of the early phase; implications for the project manager
Project definition and approval
- The criticality of ‘front-end’ decisions to project success
- Getting organised; tasks involved in creating a winning bid
- Identifying and managing project stakeholders
- Capturing the clients requirements and scoping the project/ managing trade-offs and agreeing project success criteria
- Preparing the outline plan; screening options
- Understanding the financial dimension – payback/cash flow/net present value
- Presenting the case; getting approval and commitment
- Project launch and mobilisation
Project planning one
- The role of planning; using the plan to align targets and deadlines
- Cost effective planning: deciding the right level and format
- Classic reasons for planning failure and how to avoid them
- Developing the work break-down – formats and techniques
- Using structured brainstorming to detail the work content/ organising the work; the task-responsibility matrix
- Building the plan using Gantt charts and PERT networks
Project risk management
- Practical implementation of risk management; integrating planning and risk management
- Focusing the risk management activity and prioritising areas for attention
- Techniques for identifying risks; clarifying the risks and agreeing terminology
- Evaluating risks and choosing an appropriate risk management response
- Deciding and agreeing who should own and manage risks
- Taking action to reduce risk exposure; delegating risk
- Recording, executing and tracking risk management activities
- Selling the benefits of risk management to others
Project planning two
- Techniques for estimating activity time-scales and costs
- Creating the task, resource and cash flow profiles
- Accelerating the programme: options available and their impact on costs and risks
- Monte-Carlo techniques; three-point estimating
- Using risk management to develop the plan and set contingencies
- Managing float and optimising the activity schedule
- Building a team approach; getting ownership and building commitment
- Keeping the plan alive; the plan-do-review cycle
Project implementation and control
- Delivering the plan; getting and mobilising resources
- Project organisation: team structures and steering groups
- Defining roles and responsibilities for control
- Managing and controlling changes to the scope of the project
- Promoting and sustaining a pro-active approach
- Understanding performance data: exploiting ‘s’ curves, slip charts, earned value and other monitoring tools
- Managing team communications; running project meetings
- Challenges and techniques for managing multi-site teams
The role of the project manager
- Managing a multi-functional team; defining roles in matrix organisations
- The project manager as ‘3-dimensional’ leader; the impact of leadership style
- Understanding team development stages; creating an effective team quickly/identifying individual team skills and defining the roles of team members
- Delegation of tasks; developing and maintaining motivation
- Managing conflict and harnessing diversity
Working with other organisations
- Roles and responsibilities for setting up and managing a contract
- Defining the scope of work; invitation to tender; performance of detailed specifications
- Selecting the financial framework – fixed price, target price, reimbursable, stage payments
- Negotiating contract terms and conditions; using model forms of contract
- Supplier pre-qualification; tender evaluation
- Minimising and managing variations; change control
- Monitoring progress; acceptance and closure
Seminar presenters
Each seminar will include a number of sessions run by invited specialist speakers drawn from a panel including:
Roy Pickerill graduated from the University of Nottingham in 1978 and joined the RAF. In the mid 1990s he led the introduction of a full cost accounting system for a 3000-strong maintenance depot. More recently he had principal responsibility for bringing the Tornado GR4 into RAF active service. FAPM status followed in 2004. On leaving the RAF he joined BAE Systems as Director of Support Transition and has since moved to become the Group Vice President of TFD Group.
Mike Rawlins is a senior manager working for the Information Services (IS) group of National Grid. He has previously worked as a project and programme manager on a number of initiatives, both in the UK and the US, and has typically lead IS programmes that are part of wider business change activities.
Multiple booking discount
Booking a 2nd or 3rd place on this event entitles the second and third delegate to a 10% discount. This discount only applies to bookings placed at the same time. For rates for four or more delegates please call our customer services on 0845 833 3212
Kaplan Hawksmere Membership
Thousands of companies across the UK already enjoy the benefits of our training. Not only do we help to improve you and your staff's knowledge and skills, we deliver measureable improvements in your organisation's performance. And now with the Kaplan Hawksmere Membership, there are a few more reasons to talk to us about your training needs:
- 50% reduction on all Kaplan Hawksmere and Croner Training public events
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- 10% reduction on Croner and CCH products
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