Planning and Managing Projects

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What You Will Learn

Today, all over the world, many projects fail due to poor project management practices. And this has been found true in construction, IT and manufacturing projects. Some of the key reasons for poor practices are:

  • Lack of correct know-how
  • Poor or inaccurate reporting
  • Absence of proper project control procedures.

The 3 primary success elements in any project are – Time, Cost and Quality. What quite often happens in projects is that project managers are efficient and professional in their management of time. However, behind this is the poor handling of the cost and quality factors. In the end-analysis, the project still hits a crisis or heads for failure.

In professional project management training, topics cover both the management practices as well as how the project manager should act.

In project management training, the participants will look at project characteristics that require a formal project management process. The trainer uses an analytical approach to investigate the components and relationships in this process. The management requirements to be considered for every project are covered and discussed.

Specifically, this course looks at the key plans that need to be in place, the 12 elements of project management and how the manager ensures each is done correctly.

In the workshop sessions, the students apply basic concepts and techniques in project situations.

THE CONCEPTS SESSION of the course is divided into two main components - planning and implementation.

In the planning component, using hands-on exercises and problem analysis, each student will actually prepare the primary elements of the project plan. These are

  • The project work breakdown structure
  • The project network
  • Simulate briefing the plan to the customer
  • Working out the critical path in the project schedule
  • Preparing the basic resource matrix and project budgeting.

All in all, they will establish a project baseline.

Then, during the controlling component, students will learn best practices in terms of schedule, resource and cost management. Process guidelines and checklists are included in the course material.

As the highlight to this session, the students – as per their workshop groups- will prepare a real-world project. The work example that the participants practice on is a current or past project from their own work environment

In THE ICT SESSION, the participants do not learn MS-Project as a software product. Instead, they learn how to use it as a tool to carry out the 12 elements of project management and achieve what they need. Then, they input, analyze and view outputs through use of their last workshop project data. This is to ensure total familiarity of MS-Project's features to the kind of project work the participant actually performs

Audience

Professionals who are involved or going to be involved in either projects or work that is being treated in a project format.

This course is classified as intermediate level. As such, any one from senior managers to project executives are candidates for this course. Sufficient material is covered in both the Concepts and the ICT segments to benefit both management and project implementers on-the-ground.

Also, this covers both the actual doers of the project as well as those in the contributing sectors – eg. Procurement, Marketing and Finance

Methodology

Different knowledge delivery formats are used at different times during the Course. Mainly, these are:

  • Slides Presentation - of concept set by concept set
  • Q&A session - relating what has been learned to actual work items
  • Workshop - at the end of each major concept set to ensure know-how transfer.

This course is workshop-oriented as project management know-how transfer is only ensured if applied and confirmed during a class session under trainer's guidance. Project management concepts, methods and techniques are such that it must be seen to be correctly applied to a participant's actual work scenario to ensure success. And that is our goal

Course Objectives

Upon completion of this program, participants should be able to :

  • The Concepts on Planning and Managing Projects (3days)
  • As such, the 3 Days seek to achieve the following objectives as the Course proceeds:
  • Day 1 Module: Fundamentals of Project Management
  • Day 2 Module: Project Initiation & Detailed Planning
  • Day 3 Module: Implementation and Project Closure. Workshop on a Real-World Project
Project Management - Overview
  • What is Project Management?
  • You, The Project Manager
  • Key Best Practices For The Manager
  • How ICT Helps
Project Initiation
  • The Project Brief
  • Setting Up the Project Management Office (PMO)
Preliminary Project Planning
  • The Key Plans
  • The 12 Elements of Project Management
  • Develop the Work Breakdown Structure (WBS)
Detailed Project Planning
  • Develop the Project Organisation (OBS)
  • Develop the Task List
  • Create The Network Diagram
  • Relationship Mapping
  • Calculate The Critical Path & The Project Schedule
  • Input The Resource List
  • Input The Budget Table
  • Output 1: The Gantt Chart
  • Output 2: The Resource Histogram
  • Output 3:The S-Curve
  • Output 4: Reports
  • The Project Baseline


Project Implementation
  • Project Kick-off
  • Project Monitoring
  • Project Reporting
  • Project Control
  • Issues Management


Project Close-out
  • Documentation & The Project Contract
  • Post-Implementation Review
  • Key MS-Project Screens
  • The Critical Success Factors for a Project


The Work Breakdown Structure (WBS)
  • The WBS is a detailed tree structure of deliverables and key tasks.
  • From this tool, the project team knows the contractual outputs to be performed to complete the said project
  • It is hierarchical to allow the users to view the most important to the least important items


The Organisation Breakdown Structure (OBS)
  • The OBS is a similar tool to the WBS – except it determines the position and role of each member of the project team
  • The OBS is developed with a 1:1 correlation to the WBS
  • This is done for 2 reasons – 1. To ensure efficiency in the project’s work flow, and 2. To ensure that there is accurate responsibility on each team member


The Task List
  • Here is where the team begins to identify everything that the project has to perform.
  • It is created in a top-down fashion – from the major work items to the least or smallest task.
  • A major exercise is to correctly estimate durations of the various tasks


The Network Diagram
  • This is a major tool for the project manager during detailed planning and during project execution.
  • Here is where the project takes shape with the decision made on the project order, followed by the relationship mapping.
  • Accuracy in this part of the planning stage helps project path analysis during project execution. If all the tasks are laid out best-fit, it assists the project manager during a project crisis


Relationship Mapping
  • This element is about deciding the project’s logic via the various tasks’ dependencies.
  • At this exercise during planning – the team decides what gets done first and what follows. For the dependency link used – this decides how the time sequencing happens.
  • The PDM approach is used as it satisfies current project environments in 2 ways: 1. PDM fits the current software technology. 2. PDM allows for the various project conditions easily through the 4 types of relationships


The Critical Path & The Project Schedule
  • This is a key tool in detailed project planning. It is about calculating the minimum time the project will take.
  • The CPM mathematics enables the calculation of: 1. The best-fit project schedule. 2. The project’s completion time


The Resource List
  • In resource management, the team will be putting up and managing a set of resources fit for the project in hand.
  • The Resource List is a listing of the various resources to be used in each task and when and in what quantity


The Budget Table
  • In this last segment of detailed project planning, the team calculates the different required costs.
  • Costs are incurred during the usage of the different resources running the various project tasks


The Project Baseline
  • At the end of the detailed planning, the team possesses a Project Baseline.
  • Upon Acceptance by the Project Sponsor or the PMO management, it becomes the document set used for anything and everything during the project’s remaining life – Implementation and Closure (or Handover).


Project Implementation
  • During this project process, the manager’s emphasis is on the triple constraints - t,c,q
  • Time (t), Cost (c) and Quality (q) are what makes up the Project Performance Triangle


Trainers