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You Will Learn How To
- Manage large-scale, complex projects involving substantial budgets and cross-functional teams
- Determine business benefits and project feasibility
- Align your projects with organisational strategy
- Communicate effectively with key stakeholders to ensure project success
- Monitor and report project progress using Earned Value Management
- Measure project quality and make adjustments using effective change management
Course Benefits
To avoid delay, disruption and rework when managing large, complex projects, project managers need strong leadership, communication and problem-solving skills to make sound business decisions. Through an intensive four-day project simulation, you experience real-world situations in which your decisions impact the outcome of your project. You also take away productivity tools and templates for use back at work.
Who Should Attend
Project and program managers who are responsible for managing large, complex projects. Experience, including creating Gantt and PERT charts, and performing basic risk analysis at the level of Course 296, "Project Management: Skills for Success", or Course 340, "Project Management for Software Development", is assumed.
Through an authentic case study-based simulation, you gain experience managing a large-scale and complex project. Paper-based and PC-based activities include:
- Identifying and managing stakeholders
- Evaluating a customer acceptance plan
- Analysing project feasibility
- Preparing a communication plan
- Identifying and analysing strategic risk
- Developing a risk management plan
- Evaluating project progress using EVM
- Responding to project change
- Measuring and presenting results
- Applying best practice leadership skills
- Creating lessons learned for organisational improvement
Course Content
- Comparing simple and complex projects
- Diagnosing and measuring project complexity
- Structuring a complex project
- Validating project priorities
- Managing the capacity load balance
- Appraising business benefits
- Establishing technical and organisational readiness
- Leveraging the strengths of existing matrix organisations
- Working with weak, strong and projectised environments
- Managing stakeholder priorities
- Determining stakeholder significance and impact
- Mapping information needs
- Selecting the appropriate media
- Drawing RACI diagrams
- Choosing a communication channel
- Identifying APM, PMI and PRINCE2™ components that support your project
- Employing best practices for managing your project life cycle
- Defining the functions of a PMO
- Leveraging the advantages of a PMO
- Identifying strategic risks in the project
- Employing checklists
- Evaluating the impact of risk on your plan
- Qualitative vs. quantitative techniques
- Choosing the best course of action
- Applying a vendor selection process
- Evaluating "make or buy" decisions
- Calculating cost of ownership
- Evaluating vendor proposals
- Negotiating contracts to manage risk
- Leveraging the power of EVM to keep projects on track
- Computing CV, SV, CPI and SVI measures
- Predicting likely outcomes
- Charting project performance
- Avoiding common traps of EVM
- Interpreting EVM charts for decision making
- Mapping deliverables to standards
- Measuring adherence to standards
- Identifying sources of change
- Crafting a change management process
- Avoiding "gold plating"
- Becoming a strategic project manager
- Championing professionalism and ethics
- Closing and evaluating the project
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The PMI R.E.P. logo is a registered mark of the Project Management Institute, Inc. RealityPlus is a trademark of Learning Tree International.
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| Customer Service or Enrol: 0800 282 353 or +44 1372 364610 |
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