Project Management Course Two
The Project Planning and Program Control Processes – Part 2
This course builds on the fundamental principles taught in Project Planning & Program Control Processes Part 1 and finishes these processes as part of the planning and lifecycle methodology of project management (Program Control). The focus of this course is new and innovative principles of: CPM Time Analysis, Detail Resource Planning, Program Control, and Schedule Reconciliation in their crucial roles in managing projects more efficiently and effectively. These lifecycle Processes are taught using practical application exams and case study problems – all self-tested and self-graded. This course is available in a convenient online fully narrated video format, with worksheets for periodic exams.
What resources are; the Total Resource Management Problem; the resource acquisition cycle and its impact; time-limited versus resource-limited Resource Planning methodologies; the three levels of project resource management, and then focusing on the project level management problem; the Detail Resource Planning process: establishing resource pools and their actual availability (Resource Effectivity), defining resource requirements for each activity, establishing the task schedule, Resource Aggregation, comparing availability versus cumulative requirement analysis, problem identification and quantification; problem resolution strategies; the role of the computer in Detail Resource Planning, along with its myths and misconceptions; the budget excuse and why it is invalid; an integrated resource system; other pertinent factors to resource management.
Definition; The three baselines: technical, schedule, and cost; the ‘Schedule Reconciliation’ process; effective schedule and budget options (pros and cons of each); the ‘Principals of Path Dynamics’; understanding the consequences of any action; modeling tools; determining the baselines; how Schedule Reconciliation establishes the schedule baseline; establishing the other baselines; managing all of the baselines (Change management).
Workscope Change Management; technical, cost, and schedule performance measurement: actual and projected dates; activity status and event/milestone status; how to model status; impact analysis through: schedule rippling, resource impacts and revised Resource Aggregation, & effects to Total Float; real versus potential impacts – risk management; path dynamics and management strategies / actions; the impediments of large databases; conducting Schedule Reconciliation throughout the project’s lifecycle; the practical level of project modeling; the tiers of management and the distribution of management responsibilities; the need for supportive working level detail planning and management, as well as executive support and involvement.
Management information – the right product for each specific purpose; graphic versus tabular reporting; software utilities (filtering and sorting); coding to exploit data capabilities; description and purpose of various products; how to use Project Model Diagrams for problem analysis; proper tools to aid Schedule Reconciliation; properly portraying Resource Aggregation.
What is ‘Risk Management’ – Process of risk/opportunity identification, analysis, prioritization, and resolution; qualitative and quantitative analysis; basics of CPM ‘What-if’ analysis, PERT process and the value of 3-time estimates, Monte Carlo Simulations; risk resolution and opportunity instigation strategies.
Project modeling fallacies; the planning ‘Cop-outs’; the proper expectation of Project Management software – what it does and what it does NOT do; review of the planning and scheduling terminology, essential processes and practical methodology.