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Project Management Planning And Control

LEVEL

Project Controls
Practitioner

DELIVERY METHOD

5 days classroom (public)
Modular in-house for corporate group
Virtual in-house for corporate groups

EXAM TYPE

Foundation 1 Hour multiple choice
Practitioner 2 ½ hours multiple choice

PRE-WORK

10-15 hours

Who Is This Course For?

There is increasing evidence that effective project controls are one of the most important conditions for project success. A practical and pragmatic approach to project controls establishes the foundations on which effective governance and high performing project teams can be built. In many ways it’s about doing the basics well including: planning the work, working the plan, understanding the risks, controlling changes, and establishing a clear structure for reporting, governance and information flow. Without a solid foundation, based on the principles of effective planning and control, project teams face an uphill struggle from the outset.

In this course we explore the vital importance of effective project controls and their role in commercial project success during each phase of the project from bidding to contract close. We will then look at how these principles can be applied in a flexible way to match the level of control to the complexity of the project.

This course is not just about processes but also the behaviours and culture needed to deploy an effective project controls framework. For this reason the course is appropriate for the entire project management team including project managers, planners, quantity surveyors, cost estimators, risk analysts and project controls staff.

This course is based on the widely acclaimed guide "Planning, Scheduling, Monitoring and Control: The Practical Project Management of Time, Cost and Risk" published by The Association for Project Management (APM). The course includes professional certification awarded by the APMG-International Examination Institute.

project management planning control

Project Management Planning And Control:
Foundation And Practitioner
Dates Available Every Month

What Will You Learn On This Course?

At the end of the course your will be able to:

  • Describe how to establish a high quality project controls system.
  • Explain how to establish a robust planning system.
  • Explain the use of scheduling, cost control and risk management systems.
  • Describe how to rigorously monitor a project that enables proactive project control.
  • Analyse the effectiveness of a project plan.
  • Establish a record keeping system that facilitates feedback and the learning cycle.

This course is designed to be practical, useful and engaging.

What Is Included In The Course?

Parallel Project Training is ‘with you all the way’. We deliver this course using a wide range of learning approaches including buzz groups, practical exercises, project simulations and case studies. As always our focus is on the practical application of effective project controls and how the challenges with key stakeholders can be overcome.


APM Book

Sample Exam
Papers

5 days of Classroom
Training

Included in the package is:

  1. A copy of the APM Book "Planning, Scheduling, Monitoring and Control: The Practical Project Management of Time, Cost and Risk". This explains both basic and advanced project controls. This book is writen in simple language with over 150 practical illustrations of project control principles. The content plugs some of those back-to-basics deficiencies in many control systems but also covers advanced topics; integrating cost, time and scope management into one framework.
  2. Sample exam papers and detailed course notes.
  3. A 5-day project management training course including the exam. The course is led by a fully qualified tutor with real project controls experience.

What Pre-work Is Expected Before The Course?

Before attending the course we strongly recommend that you review the contents of the project control book. We don’t expect you to read it in detail but we recommend that you are familiar with the overall project controls framework.

What Is The Course Like?

The course consists of three days covering the foundation of project planning and control. At the end of the three days you will take the foundation exam in project planning and control. The last two days are spent on the practical aspects of planning and control and preparing for the practitioner qualification.

What Is The Exam Like?

The APMG-International Project Planning and Control exam consists of two papers. A foundation paper which is a one-hour multiple choice paper taken part way through the course and then a two and a half hour case study based practitioner exam taken towards the end of the course.

What Topics Will The Course Cover?

  • Course Introduction

    What is project control and why is it important to project success? This session includes the definition of key concepts including business case, scope management, requirements management and stakeholder management.

    The foundation of a good project plan is structure, in this section we look at how the different project structures can be used to build a foundation that can integrate cost and schedule performance.

  • The role of the business case and the definition of project scope

    Any project plan has to be built on the foundations of a solid business case and requirements definition. In this session we look at the role of the business case in defining the overall project scope and objectives. In particular we look at scope management, requirements management and stakeholder management. Furthermore this section explores how these high level definitions of scope are translated into detailed works information (WI) and a statement of work (SOW).

  • Principles of Project Planning

    This session looks at the principles of a project control framework and the linkage to dependency management, scheduling and cost control. The session then explores the difference between planning and scheduling, and funding and budgets. The session then considers different approaches to planning including top-down planning, bottom-up planning and rolling-wave planning and the factors that may influence an adopted strategy.

  • Establishing the baseline scope

    A structured plan requires an integrated approach to the breakdown of work, costs and resources. This session includes the definition, and discussion on the application and integration, of the Product Breakdown Structure (PBS), Work Breakdown Structure (WBS), Organisation Breakdown Structure (OBS), Responsibility Assignment Matrix (RAM), Cost Breakdown Structure (CBS) and Resource Breakdown Structure (RBS). The outcome of this process should be a number of clearly defined work package and a WBS dictionary that defines the baseline scope against which the project can be delivered.

  • Detailed Scheduling

    This session looks in detail at many of the techniques that can be used to develop a realistic project schedule. These include scheduling and the outputs created, network templates (Fragnets), ‘What Ifs’ (Scenario Planning), schedule design, critical path network and time analysis. Also included in this session is a consideration of schedule density, together with: relationships between the different densities of schedules on a typical project, schedule detail density considerations and principles. Finally this session considers the different types of schedule that can be used to control a project including the purpose of different types of time phased schedules, including:

    1. Development or strategic schedule – plus ‘typical contents’
    2. Tender or ‘Bid’ schedule – plus ‘typical contents’
    3. Contract schedule
    4. Baseline schedule
    5. Summary schedule
    6. Working or ‘Forecast’ schedule – plus ‘typical contents’
    7. Short and medium-term schedule
    8. Procurement schedule
    9. Design deliverables tracker

    And the relationships between them.

  • Schedule Analysis

    Key features of the Precedence Diagram Method (PDM) for determining a critical path and the inputs into a Critical Path Analysis (CPA).

    Purpose and use of:

    1. Monitoring float
    2. Different methods of logic linking
    3. Leads and lags
    4. Activity constraints
    5. Barcharts to display networks

    Use and features of different methods of estimating durations, including:

    1. Three point estimates
    2. PERT (Programme Evaluation Review Technique)
    3. Comparative
    4. Benchmark data
    5. Resource-dependent
    6. Expert opinion

    Types of resources and the purpose of resourcing the schedule.

    The purpose and use of:

    1. Horizontal and vertical integration of schedules
    2. Buffers (incl. advantages and limitations)
  • Presenting and communicating the schedule in an effective way

    This session includes the purpose and features of the methods for presenting the results of scheduling:

    1. Bar Charts (Gantt Charts)
    2. Milestone reporting
    3. Line of Balance
    4. Time Chainage

    Together with their advantages and limitations

  • Schedule reviews, assurance and auditing

    How can you be sure that you project schedule is realistic and robust? In this session we explore the purpose and scope of schedule reviews, the questions to ask and tests that can be applied to establish the quality of a schedule. This also includes the steps in the scheduling process and steps to prepare for monitoring and control.

  • Schedule, monitoring, control and reporting

    Maintaining project control relies on a systematic application of the project control cycle. Fundamental types of performance reporting and the methods used to conduct each of them. In this session we look at the purpose and use of performance reporting and features of a good control system. This will include the following topics:

    Characteristics of Variance Analysis Methods of Progress Monitoring:

    1. Drop line method
    2. Activity weeks method
    3. Milestone monitoring
    4. Cash Flow monitoring
    5. Resource monitoring

    Including the advantages and limitations of each method.

    Characteristics of Performance Analysis Methods of Progress Monitoring, specifically the use of Network Analysis and measurement of float usage.

    Definitions and applications of key monitoring terms:

    1. Project baseline
    2. Short-term planning
    3. Cost control
    4. Forensic Analysis
    5. Record keeping

    The definition and application of Earned Value Analysis (EVA) and its basic terminology, including:

    1. Budget at Completion – BAC
    2. Planned Cost - PV
    3. Earned Value – EV
    4. Actual Cost – AC

    The elements of a budget for monitoring with Earned Value and their characteristics:

    1. Work Packages
    2. Planning Packages
    3. Management Reserve and Contingency
    4. Risk Mitigations

    Together with how to deal with inflation

  • Baseline Management and Change Control

    Purpose and use of:

    1. Baseline maintenance
    2. Change management

    Together with the principles of change management and why change control is neededThe rules for schedule maintenance, re-planning and re-baselining. The purpose and use of a project baseline together with:

    1. Principles of project baselining
    2. When to set the baseline
    3. Links with change management
    4. Cost Control
    5. Cost Value Report

    Differences between and possible reasons for re-baselining:

    1. Re-planning of the project
    2. Re-programming of the project

    Definitions of key change management terms:

    1. Change Management together with the two levels of change to scope or delivery method
    2. Changes
    3. Change Order
  • Earned Value Management

    Elements of the Earned Value cost control process, including:

    1. Performance Measurement Baseline (PMB)
    2. Estimate to Complete (ETC)
    3. Estimated Final Cost (EFC)

    The purpose of Earned Value Analysis, together with key elements of the technique:

    1. Appropriate uses
    2. Advantages and disadvantages
    3. Budget loading the schedule
    4. Drawing S curves
    5. Measuring Progress to Calculate Earned Value
    6. Recording actual costs
    7. Calculation of Variances and KPIs
    8. Forecasting terminology

    Together with the importance of learning lessons from cost control.

  • Short term planning

    Short-term Planning considerations:

    1. ‘Make ready needs’
    2. Use of co-ordination meetings and performance reporting
  • Risk Management

    Definitions and application of key risk management terms:

    1. Risk Management Plan
    2. Residual Risk
    3. Risk Draw Down
    4. Quantitative Schedule Risk Analysis (QSRA)
    5. Quantitative Cost Risk Analysis (QCRA)
    6. Sensitivity Analysis
  • Exam Prep and Exam

    The final session is tutor-led exam preparation followed by the exam.

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About Parallel

We give all of our clients a personal service, blending traditional and modern learning techniques to deliver a flexible training solution. We are a small and specialist project management training provider with a global reach. Our consultants are best in class and are equally at home delivering off the shelf courses or a solution tailored to your specific needs. We have designed this website to give you a flavour of what we do. If you like what you see, please do get in touch to discuss how we can support your organisation.

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