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التجربـة السنغافوريـة في التعليم والتنمية والتميز الإداري وبناء المنظمات عالية الأداء


اسم الدورة
Practical Project Management
بداية الدورة
نهاية الدورة
9:00 AM - 2:00 PM
13500 US
Amba Hotel London
لمن هذا النشاط
- Individuals who are new to project management.
- Project managers.
- Professionals.
- Business analysts.
- Managers responsible for projects and experienced project managers looking to review current tools, techniques, and processes.

أهداف النشاط
How able are you to establish and explain the scope, schedule, cost and quality of your projects? How do you measure progress and success against those factors? How do you structure the project, how do you plan it effectively and how do you take control over its implementation?
As the business world grows more competitive, organizations find it necessary to take on an increasing number of projects. Unfortunately, these same organizations often don’t have skilled project managers to handle the work. In this programme, you will learn and practice the critical tools and techniques that have been proven necessary for project management success. In lectures, discussions and exercises, you’ll cover the essential aspect of managing projects.
أهمية النشاط للمتدرب
- Ensure that your projects are set-up for success from the start.
- Learn the basics for effectively gathering and documenting requirements.
- Understand the role of the project manager, business analyst, and others in managing projects.
- Develop an integrated project plan including realistic scope, schedules, budgets, and risks and turn that plan into successful action.
- Learn how to effectively track and report on project progress.
- Gain the respect of your project team and build credibility with top management.
- Develop a personal action plan to implement back at work.
المحتوى العلمي
* The Course Outline:
 Part one: Project Management Framework.

* The Project Management Framework:
- Define the Basic Project Management Framework.
- Describe Key Project Management Terminology.
- Explain the Triple Constraints (Project Triangle).
- Differentiate Between Operations and Projects.
- Describe Project Management in a Business Context.

* Initiate the Project:
- Describe How Projects Are Initiated.
- Describe the Difference Between Project Requirements and Product Requirements.
- Describe the Purpose and Content of the Project Charter.
- Describe the Purpose and Content of the Product Requirements Document.
- Use the SMART Model When Writing Requirements.
- Identify Information-Gathering Techniques.

* Schedule the Work:
- Describe Task Dependencies
- Identify the Sequence of Tasks via Precedence Diagramming
- Develop the Project Schedule.

* Complete the Plan:
- Create the Project Communications Plan.
- Describe the Project Risk Management Processes.
- Describe the Purpose of the Project Procurement Plan.
- Discuss the Purpose of Reserves.

* Execute the Plan:
- Create a Project Status Report.
- Describe the Key Elements Required to Determine Project Health.
- Describe How to Run an Effective Project Status Meeting.
- Describe the Change Management Process.

* Close the Project:
- Identify the Elements of Both Administrative and Contractual Project Closure Procedures.
- Describe the Different Ways That Projects Can Be Terminated.
- Explain the Importance of a Repository and Lessons Learned.

 Part two: Structure (WBS) For Project.
* Work Breakdown Structure (WBS) For Project:
1- Management Activities:
• Understand the importance of planning the project management work as well as the project delivery activities.
• Prepare a ‘top down’ WBS for the project management activities involved in delivery of the project.

2- Work Breakdown Structure for the Project:
• Learn how to define project work packages (tasks or activities) at a practical level using a well-recognized and proven approach.
• Examine how to use the various levels of the final WBS as a basis for efficient and effective project management.
* Action Plan, Detailed Schedule and Responsibility:
• Convert the WBS for both project management and project delivery activities into effective network diagrams for the project to be undertaken during the course.
• Undertake manual forward and backward pass calculations to determine the project critical path.
• Prepare a Gantt chart for the project to be undertaken based on the network analysis.
• Undertake a direct to bar chart approach to scheduling for the course project using task specific software.
• Learn the common errors which are so often made in using direct to bar chart scheduling software, and discover how to avoid them.

* Risk Management Plan:
• Learn the stages of the risk management process in the project environment.
• Examine the key approaches to risk identification on projects.
• Identify the four strategies of risk management.
• Learn how to design tactics to ensure delivery of the strategies and how some strategies cannot be applied in isolation if success is to be expected.
• Prepare a full risk management plan for the course project.

* Change Management/Variation Control Plan:

• Learn the seven stages of effective practical variations/changes control.
• Discover why two variations/changes control systems are necessary on every project.
• Design and apply variations/changes control systems for the course project.

 Part three: Project Financial Management.
* Create the Budget:
- Determine the Personnel Costs Needed for the Success of the Project
- Determine the Expense Costs Needed for the Success of the Project
- Differentiate Between Bottom-Up and Top-Down Cost Budget Planning, and State Which Is More Appropriate for Different Situations

* How important is budget?
- The budget as a financial blueprint designed to help the project meet its goals and objectives.
- A budget is a tool to help ensure that the project is on track.

* What are the most common problems with a budget?
- Expenditures past end date.
- Keeping up with salaries as encumbrances.
- Monitoring expenses on multiple awards.
- Reconciling grant budgets.
- Unallowable expenses in last month of project.
- “Over expense” in the scope of work.

Part four: The Negotiate in projects management.
The objectives that this part intends to cover help to:

1- Significantly improve negotiation effectiveness—with an increased ability to negotiate successful agreements within the project environment, including informal peer agreements and more formal business negotiations.
2- Prepare for a negotiation and recognize the four forces present in every negotiation.
3- Clearly define success and achieve win-win outcomes.

* Basic negotiation:
- Basic negotiation principles.
- Use the four basic forces in every negotiation: power, information, timing, and approach.
- Understand and use negotiating techniques as a means to move people from stalemate to solution.
- Learn the ten rules of negotiating

* Getting Prepared Before engaging in any negotiation:
- The most important to be prepare.
- Such as encountering a core team member of other stakeholder.
- Benefit from a quick mental preparation and review of the process.
- A solid project plan, communications plan, political plan,
- Stakeholder management strategy, etc.

* Negotiation skills are important to project managers because of interaction with these forces:
- Positional authority of project managers.
- Team member reporting structures.
- Organizational structures.
- Shared resources.
- The effects of a dictatorial style.
- Multi-cultural project teams.
- Global project teams.
- Suppliers and manufacturing partners.
- Customers.

* The Negotiation Process:
- Communication back and forth for the purpose of making a joint decision.
- A way of finding a mutually acceptable solution to a shared problem.
- Achieving an ideal outcome: a wise decision, efficiently and amicably agreed upon.

* Options for negotiation style:
- Hard (controlling).
- Soft (giving in).
- Principled (much more effective).

* Sources of power in negotiation are::
- Developing good working relationships among people negotiating.
Understanding interests
- Inventing an elegant option.
- Using external standards and benchmarks.
- Making a carefully crafted commitment: an offer, something you will do, something you will not do.


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