Enterprise Project Management

This is Our Classic Project Management Course

Why This Session?

Duration: 4 days

Today’s successful Project Manager effectively applies project management tools, techniques, and interpersonal effectiveness. This session provides discussion and case application in each of these four areas. It also helps you establish a foundation for improved quality. Participants learn to plan for successful projects, while establishing strategies to complete them in less overall time.

This session blends seven modules from our Modular Project Management program. It applies a case study project, while improving participant understanding of the “soft side” of project management.

We also offer a 5-day Intact Team Training version of this topic, where participants use their current project as a case study; this version requires additional pre-work, and follow-on work.

Learning Objectives; after this session, participants can …

1. Initial Planning

Define project management; itemize six vital signs of a successful project, and relate them to ISO 21500, a recently-adopted global Project Management Standard.
Initiate the project with the right participants and an approved minimum Project Charter.
Evaluate the business case, and use it to prepare a Preliminary Scope Statement and Objectives.
Make an early forecast (estimate) of project effort, then use modeling to define the project’s ideal staffing and duration.
Structure the appropriate life cycle and deliverables for the project’s size and nature.
Evaluate Initial Planning Progress towards completing the Project Management Plan.

2. Phase Structuring

Describe the use of Rolling Wave Planning (a Stage-Gate approach); identify when it may not be the most appropriate approach, and the techniques to use then.
Brainstorm and organize the phase Work Packages using WBS Templates.
Contrast the individual and team approaches to structuring project work.
Assign responsibilities for key roles; explain the Project Manager’s essential responsibilities.
Choose from a range of delegation methods that can improve team performance.
Structure the project team appropriately for the project’s size.
Identify the prerequisites of quality, then plan and perform reviews that validate it.
Summarize phase structuring results into a Work Plan.

3. Personal Style

Evaluate the impact of thinking style on your effectiveness in project communication.
Discuss how thinking style affects tool preferences, and planning, and tracking of projects.
Discuss how team members’ own social style affects their project roles and team performance.
Describe the project benefits for teams that apply a better understanding of social styles.

4. Activity Estimating

Implement a consistent, accurate, and repeatable estimating process that improves communication and helps to manage risks.
Use assumptions-based estimating appropriately for activities of differing size and risk.
Manage the assumptions that can affect an estimate, improving actual performance.
Estimate other costs, in addition to the cost of team members.
Quantify and increase control of the factors that affect an activity’s duration estimate. Estimate activity duration.
Apply guidelines for estimating and optimizing Project Management time.

5. Leadership and Teambuilding

Use an understanding of team members’ motivational needs to improve team performance.
Describe the characteristics of different corporate cultures, and how they impact the project.
Discuss the successful project climate, and its impact on customer satisfaction, team, gratification and results; discuss the project leadership role in the successful climate.
Identify the leadership elements that make a significant difference in team performance.

6. Phase Scheduling

Perform Activity Sequencing to determine initial precedence relationships.
Analyze activity flow with Precedence Diagrams, and show how to end any phase faster.
Use Gantt charts to show how to optimize resource use; produce a baseline project schedule.
Balance the Vital-Sign tradeoffs when reducing duration or optimizing resource use; evaluate by “Crashing the Model”.
Describe the use and benefits of Resource Histograms and Cumulative Cost Curve charts.
Define the requirements for an effective Automated Project Environment.
Identify ways to speed approval of your updated Project Plan.

7. Project Control and Closure

Select minimum-effort tracking methods that can prevent, detect, and recover from problems.
Analyze project performance using issue logs and earned value tracking; evaluate the status of multiple concurrent projects.
Produce project reports that are appropriate for their audience, and for their timing.
Institute change control to manage the change impact, while responding to customer needs.
Describe the actions and outcomes of proper phase closure.
Plan and implement evaluation and post-project review steps to successfully end a project.

Audience

This Enterprise Project Management session is for Project Managers, team leaders, customers, Managers, and key team members of medium-to-large projects; those lasting three months to one year. It is also applicable for larger projects, because it shows why and how to break them down into smaller, more successful ones.

Session Outline

1. Initial Planning
  • What is a Project? What is Project Management? Project Challenges
  • Balancing the Vital Signs; The Project Charter
  • Defining the Business Case: Problem or Opportunity Analysis; Scope Statement and Objectives
  • Early Forecasts of Project Effort; Successful-Project Staffing and Duration
  • Project Life Cycles and Deliverables; Initial Plan or Proposal
2. Phase Structuring
  • Project Processes: Steps in Planning; A Phased Planning “Rolling Wave” Approach
  • Using Work Breakdown Structure Templates; Team Approach to Planning
  • Project Roles and Responsibilities of Key Stakeholders
  • Organizing the Project; Activities of the Effective Project Manager
  • Customer Involvement and Quality; Quality Assurance Reviews
  • A Range of Delegation Methods; What to Include in the Project Work Plan
3. Personal Styles: Communication and Teamwork
  • Thinking Styles and Communication; Sample Profiles; Impact on Tool and Method Preferences
  • Social Style and Team Performance; Improving Teamwork, and Maintaining Excitement
4. Activity Estimating
  • Guidelines for Successful Estimating: What is a Good Estimate?
  • Vary Methods With Size and Risk; Assumptions-Based Estimating
  • One-Point, Two-Point and Three-Point Consensus Estimating
  • Estimate Project Costs; Fix the Factors That Make Estimates Wrong
  • Effort-to-Duration Conversion; Estimating Project Management Time
5. Leadership and Teambuilding
  • Understanding Motivational Needs; Corporate Culture and the Successful Project Climate
  • Leadership Styles and Productive Teams; Teambuilding and Consensus; Consensus Exercise
6. Phase Scheduling
  • Establish Activity Precedence Relationships; Using Precedence Analysis to Finish a Phase Faster
  • Analyze the Vital Signs Trade-Offs Beyond Better, Faster and Cheaper
  • Network vs. Gantt: Comparison; Using Gantt Charts to Optimize Resource Use
  • Other Project Management Charts: Histograms and Cumulative Cost Curve
  • Automated Project Environment: Software for Project Management; the Baseline Plan
7. Project Control and Closure
  • Minimum-Effort, Maximum Usefulness Project Tracking Information
  • Types of Project Reporting: Status, Progress and Issues
  • A Responsive Change Control Process
  • Phase Closure Actions; Project Closure; Successfully Ending a Project
  • Post-Project Evaluation; Your Final Exam