This Course is Designed For:

 Business Angels;
 Chief Executive Officers;
 Chief Executives;
 Chief Secretaries;
 Civil Engineers;
 Consultants;
 Cost Accountant;
 Directors;
 Dragons;
 Entrepreneurs;
 Executive Directors;
 Functional Managers;
 Fund Holders;
 General Investors;
 Lecturers;
 Non-Executive Directors;
 Performance Measurement Specialists;
 Productivity Specialists;
 Programme Managers;
 Project Commissioners;
 Project Evaluators;
 Project Managers;
 Project Monitoring Personnel;
 Project Team Leaders;
 Senior Financial Advisors;
 Senior Financial Officers;
 Sharks;
 Team Members;
 Value Analysts;
 Value Engineers;
 Venture Capitalists;
 Vice Presidents;
 Individuals with a genuine interest in Issues associated with Project Management;
 All others desirous of enhancing their expertise in Project Management.

Duration: 20 Days (4 Weeks)

Course Contents, Concepts and Issues

Advanced Project Management: The Planning Process

Part 1: Project Management: Overview

 Project Defined;
 Distinction between Project and Task;
 Project Classification;
 Pre-Project Commissioning;
 The Project Management Concept;
 Pre-feasibility and Feasibility Studies;
 Project Life Cycle;
 Project Life Cycle Phases;
 Project Life Cycle Management;
 Project Portfolio Management System;
 Project Co-ordination;
 Project Sustainability;
 The Project Manager.

Part 2: Project Initiation

 Pre-feasibility and Feasibility Studies;
 Pre-Project Commissioning;
 Basic Steps of the Project Initiation Phase;
 Using Project Selection Models/Methods:
 Criteria for Choosing Project Selection Models;
 Nature of Project Selection Models;
 Nonnumeric;
 Numeric;
 Critical Factors to Ensure your Project is Successful:
 Project Initiation Document;
 Identifying and Performing Stakeholder Analysis.

Part 3: Project Planning Process (1)

 Defining the Project Scope;
 Project Priority;
 The Triple Constraints;
 Work Breakdown Structure (WBS)
 Process Breakdown Structure.

Part 4: Project Planning Process (2)

 Responsibility Matrix;
 Project Planning Process;
 Resources Needed for the Project Time Management;
 Defining Activity;
 Sequencing Activity;
 Estimating Activity Resource;
 Estimating Activity Duration;
 Schedule Development;
 Schedule Control;
 Activity-on-Arrow (A-o-A) Diagrams and Critical Path Analysis;
 Activity-On-Node (AON) Diagram;
 Distinctions between Activity-on-Arrow (A-o-A) and Activity-On-Node (AON) Diagram;
 Network Computation Process;
 Using Forward and Backward Pass Information.

Part 5: Project Planning Process (3)

 Other Practical Considerations in Developing Networks.
 Project Cost Management;
 Project Quality Management;
 Developing the Project Plan;
 Creating a Project Network Diagram;
 Obtaining Plan Approval;
 Evaluating the Project Charter.

Part 6: Project Execution (1)

 Executing the Tasks Defined in the Project Plan;
 The Roles of the Team;
 The Pure Project Organisation;
 Matrix Management;
 Structure Selection;
 Mixed Organisational Structures and Coordination;
 Project Human Resource Management:
 Team Work.

Part 7: Project Execution (2)

 Managing Personalities in Teams;
 Effective Team Work;
 Managing the Team;
 Management and Leadership in Project Environments.

Part 8: Project Monitoring (1)

 Introduction to Project Monitoring;
 Monitoring Mechanisms;
 Monitoring tools;
 Participatory Monitoring;
 Steps to Participatory Monitoring Techniques;
 The Purpose of Project Monitoring and Evaluation;
 Key Principles of Project Monitoring and Evaluation;
 Critical Success Factors of Project Monitoring and Evaluation;
 Project Audit;
 Types of Project Audit;
 Contents of the Project Audit.

Part 9: Project Monitoring (2)

 A Format for a Project Audit;
 The Project Audit Life Cycle;
 Phases of Project Auditing;
 The In- Progress Project Audit;
 Post Completion Project Auditing;
 Verification Activities During Project Monitoring and Control;
 Quality Assurance and Project Monitoring;
 Project Monitoring Process Description;
 Types of Project Monitoring Activities;
 Elements of Project Monitoring;
 Post- Programme or Post- Project Monitoring.

Part 10: Project Evaluation (1)

 Introduction to Project Evaluation Phase;
 Programme Evaluation;
 Evaluation Outputs and the Project/Programme Cycle;
 The Objectives of Programme Evaluation;
 Evaluation Steps;
 Broad Evaluation Design Strategies;
 Performance Logic Chain Assessment;
 Pre-implementation Assessment;
 Process Implementation Evaluation;
 Rapid Appraisal;
 Case Study;
 Impact Evaluation;
 Meta- Evaluation;
 Characteristics of Quality Evaluations;
 Types of Evaluation.

Part 11: Project Evaluation (2)

 Methods of Evaluation Data Collection;
 Analysis of Evaluation Data and Interpretation;
 Planning and Managing and Evaluation;
 Substantive Monitoring of the Evaluation Exercise;
 Relationship Between Monitoring and Evaluation;
 The Relationship Between Evaluation and Audit Evaluation, Audit and Research;
 When do we need Monitoring and Evaluation Results during the Programme Cycle?;
 The Role of Evaluation in Results-Based Monitoring and Evaluation;
 Key Features of Implementation;
 Monitoring Versus Results Monitoring;
 Projects, Program. And Policy Applications of Results-Based Monitoring and Evaluation (RBME);
 Some Characteristics and Expected Benefits of Introducing Results-Based Monitoring and Evaluation (RBME) Project Review;
 Monitoring and Evaluation and The Programme/Projects Cycle;
 Constraints and Challenges to Monitoring and Evaluation.

Part 12: Project Control (1)

 Achieving Team Member Self-Control;
 Project Control System;
 Characteristics of a Project Control System;
 Designing the Right System Project Review Meetings The Three Types Of Control;
 Control of Major Project Constraints;
 Progress Tracking Using Spending Curves: Examples;
 Responding to Variances;
 Using Percentage Complete to Measure Progress;
 Scope and Change Control.

Part 13: Project Control (2)

 Scope Change Control;
 Change Control Vs. Issue Management;
 Scope Management;
 Importance of Project Scope Change Management;
 When Scope is not Managed;
 Starting Up the Change Control Process;
 Managing Scope and Change Requests During Project Tools and Techniques for Integrated Change Control;
 Stage-Gate Approach to Project Control;
 Effecting Change Control;
 Tips and Techniques for Effecting Change Control;
 Change Control Sheet.

Part 14: Project Termination/Closure

 Appropriate Project Termination Activities;
 Activities in Closeout Phase;
 Reasons for Stopping in Mid-Stream;
 Early Termination Analyses;
 Modes of Project Closure/Termination;
 Project Disposition Phase;
 The Objective of Project Disposition Phase;
 Roles and Responsibilities During The Disposition Phase;
 Deliverables During The Disposition Phase;
 Final Project Report;
 Mid-Term Evaluation Report: Sample Outline;
 Annual Programme/Project Report.

Part 15: Project Communication

 Resonation;
 Introduction;
 Communication Planning;
 Communication Requirements;
 Communication Technology;
 Constraints;
 Assumptions;
 Communications Management Plan;
 Tools and Techniques for Information Distribution;
 Performance Reporting;
 Tools and Techniques for Performance Reporting;
 Information Distribution Tools and Techniques;
 Administrative Closure;
 Tools and Techniques for Administrative Closure;
 Project Reporting.

We offer very attractive discount for groups of 3 and more people, from the same organisation, taking the same course. This discount is between ten percent (10%) and thirty three percent (33%), depending on the group size. Even with these discounts, we can also deliver courses for groups in the country of your choice.

Please feel welcome to contact me, at any time. My e-mail addresses are: fria@hrodc.com; and fria.hrodc@outlook.com
My Direct telephone number is +442071935906