Advanced Project Management

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1. Introduction

Welcome to Advanced Project

Management

Workshop Logistics Workshop Materials

How to Get the Most Out of this

Workshop

2. Project Selection and Initiation

Initiating Projects

When Do Projects Start? Defining the

Project Life Cycle

Tips for Defining the Start of a Project Considerations for Initiating Projects Strategic Planning Prioritizing Projects Selecting Projects

Key Elements of the Initiating Process Guidelines for Project Initiation

3. Project Execution Methodology

Project Execution Methodology Starting Project Work

The Value of a Good Start

Ensuring a Successful Start to Project

Work

*(For approved training vendors)

What Planning Outputs are Needed, and

How Good Must They Be?

Stakeholder Commitment and Team

Resources

Inhibitors to Future Success and How to

Deal with Them

Estimates that Don’t ‘ Work ’

Non-Participating Stakeholders Vague or Uncommitted Resources

Other Inhibitors to Getting Work Done The Process for Commencing Project

Work

Communicating the Start of Project

Work

Coordinating the Start of Project Work Key Learning Points Getting Work Done

Facilitating Project Work

Communicating Work Expectations

(Work Authorization)

Managing Issues and Action Items Key Learning Points

Progress, Status, and Forecasting Capturing Progress

Updating the Schedule

Forecasting – Predicting Future Project

Work

4. Project Variance and Control

Performance Reviews

Work Performance Information A Framework for Performance

Reporting

Understanding Different Types of

Metrics

How Metrics Interact

Measuring Projects and Generating

Metrics Reports

Interpreting Project Metrics Baseline Metrics

Earned Value Management

Earned Value Management Variance

Analysis

Earned Value Management Forecasting Earned Value Management To- Complete Performance Index (TCPI)

Understanding the Causes of Variance Defining Project Variance

Understanding Different Types of

Project Variance

Root Contributors to Variance Methods for Identifying Root

Contributors

Taking Corrective Action to Overcome

Variance

Definition/Intention of Corrective

Action

Understanding Points of Leverage Managing Change, Quality, and Risk Responding to the Dynamic Nature of

Projects

Using Process to Create Transparency Control Processes for Project Change Quality Control

Quality Assurance

Risk Monitoring and Control Process

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5. Project Closure and Learning

The Closing Process

The Challenge of Project Closure

When and How to Learn from Projects Initial Sizing

Project Closure Reporting and Archiving

Processes

Step 1 — Obtain Formal Acceptance Step 2 — Shut Down the Work Engine Step 3 — Analyze Metrics, Baseline,

and Change Data

Step 4 — Evaluate Processes and

Documentation

Step 5 — Documenting Project Events

and Circumstances

Step 6 — Generating Lessons Learned Step 7 — Finalize and Share the Project

Closure Report

Step 8 — Celebrating the End of the

Project

Step 9 — Archive the Project Records

Step 10 – Conduct Follow-Up Surveys as

Negotiated

6. Summary and Conclusion

Where We’v e Been

Where to Go Next

Appendix A – Managing Projects

Better with Process

Intent and Ownership of Processes

Process as a Tool for Success in Project

Management

Differentiating Between Project

Management and Product Development

Overviews of Methodologies Value of a Project Management

Methodology

Using a Methodology

Creating a Methodology

Appendix B – “Special Situations”

(That Happen All the Time)

Managing Several Projects

Simultaneously

Priority Process

Workflow

Taking Over Ongoing Projects

Establishing Credibility and Project

Visibility

Detailed Estimating Unforeseen Events

Inventory the Project to Find Leverage

Points

“Threading” Your Methodology to an

Ongoing Project

Stakeholder Change

What is a Stakeholder Change?

Assessing the Impact of Stakeholder

Change on Your Project

Responding to Stakeholder Change

Scaling Project Management to Meet the

Project Needs

Factors in Scaling Project Management Identifying and Protecting the Core

Project Management Processes