This five day event introduce delegates to effective project planning and control. Effective planning and control requires an understanding of a clear project definition, supported by a robust approach to planning the project. This, in turn requires the selection and use of appropriate scheduling techniques which are supported by rigorous monitoring for effective proactive control. A sound basis for effective record keeping will facilitate the understanding of lessons learned which supports continuous improvement, thus adding value to organisational aspirations and objectives. As a Practitioner, delegates will demonstrate their ability to interpret and apply the Foundation topics to various project scenarios.
All relevant course materials are provided, which includes the APM Planning, Scheduling, Monitoring and Control Manual and the APMG Project Planning & Control Foundation Examination.
This event introduces delegates to effective project planning and control. Effective planning and control require an understanding of a clear project definition, supported by a robust approach to planning the project. This, in turn requires the selection and use of appropriate scheduling techniques which are supported by rigorous monitoring for effective proactive control. A sound basis for effective record keeping will facilitate the understanding of lessons learned which supports continuous improvement, thus adding value to organisational aspirations and objectives. As a Practitioner, delegates will demonstrate their ability to interpret and apply the Foundation topics to various project scenarios.
By the end of this course you will be able to, understand the key techniques, principles and terminology within Project Planning & Control.
Specifically, the candidate should be able to use, interpret or assess:
Delegates will be provided with a copy of the APM Planning, Scheduling, Monitoring and Control Manual. Delegates need to bring this book with them to the course, please read this book and be familiar with the contents in advance.
The course will cover the following syllabus areas:
Delegates are introduced to the world of projects with an emphasis on planning, monitoring and control.
The following areas will be discussed:
1. Critical path 2. Time analysis 3. Free float 4. Total float 5. Negative float 6. Lead 7. Lag 8. Time contingency 9. Buffer
1. Scheduling, and the outputs created 2. Network templates (Fragnets) 3. 'What Ifs' (Scenario Planning) 4. Schedule design 5. Critical path network 6. Time analysis
Typical features associated with schedule density, together with:
1. Relationships between the different densities of schedules on a typical project 2. Schedule detail density considerations and principles
1. Including 'typical contents' 2. Tender or 'Bid' schedule - plus 'typical contents' 3. Contract schedule 4. Baseline schedule 5. Summary schedule 6. Working or 'Forecast' schedule - plus 'typical contents' 7. Short and medium-term schedule 8. Procurement schedules 9. Design deliverables tracker
Purpose and use of key elements of schedule design, including:
1. Hammock 2. Dummy tasks 3. Milestones 4. Identity numbers 5. Activity descriptions 6. Activity types 7. Activity steps 8. Time units 9. Calendars 10. Ordinal dates 11. Project, activity and resource coding
1. Monitoring float 2. Different methods of logic linking 3. Leads and lags 4. Activity constraints 5. Barcharts to display networks
Use and features of different methods of estimating durations, including:
1. Three point estimates 2. PERT (Programme Evaluation Review Technique) 3. Comparative 4. Benchmark data 5. Resource-dependent 6. Expert opinion
1. Horizontal and vertical integration of schedules 2. Buffers (incl. advantages and limitations)
Purpose and features of the methods for presenting the results of scheduling:
1. Bar Charts (Gantt Charts) 2. Milestone reporting 3. Line of Balance 4. Time Chainage
1. Identification 2. Coding 3. Integration and impact analysis (incl. internal and external integration) 4. Impact resolution
MONITOR AND CONTROL (MC)
Definition of Earned Value Analysis (EVA) and its basic terminology
1. Budget at Completion - BAC 2. Planned Cost - PV 3. Earned Value - EV 4. Actual Cost - AC
Definitions of key monitoring terms:
1. Project baseline 2. Short-term planning 3. Cost control 4. Forensic Analysis 5. Record keeping
Definitions of key risk management terms:
1. Risk Management Plan 2. Residual Risk 3. Risk Draw Down 4. Quantitative Schedule Risk Analysis (QSRA) 5. Quantitative Cost Risk Analysis (QCRA) 6. Sensitivity Analysis
Definitions of key change management terms:
1. Change Management together with the two levels of change to scope or delivery method 2. Changes 3. Change Order
Purpose and use of a project baseline together with:
1. Principles of project baselining 2. When to set the baseline 3. Links with change management 4. Cost Control 5. Cost Value Report
1. Baseline maintenance 2. Change management
1. Re-planning of the project 2. Re-programming of the project
1. Drop line method 2. Activity weeks method 3. Milestone monitoring 4. Cash Flow monitoring 5. Resource monitoring
1. Work Packages 2. Planning Packages 3. Management Reserve and Contingency 4. Risk Mitigations
1. Performance Measurement Baseline (PMB) 2. Estimate to Complete (ETC) 3. Estimated Final Cost (EFC)
1. 'Make ready needs' 2. Use of co-ordination meetings and performance reporting
Elements of a project level change control process and its links with corporate governance:
Purpose of Earned Value Analysis, together with key elements of the technique:
1. Appropriate uses 2. Advantages and disadvantages 3. Budget loading the schedule 4. Drawing S curves 5. Measuring Progress to Calculate Earned Value 6. Recording actual costs 7. Calculation of Variances and KPIs 8. Forecasting terminology
1. Its reliance on Monte Carlo analysis 2. The two elements of QSRA 3. Process - stages and their characteristics 4. Outputs (Probability Charts and Tornado Charts)
1. Process - stages and their characteristics 2. Outputs (Cumulative Normal Distributions (S-curves) for cost impacts, Sensitivity (Tornado) Charts and QSRA Percentiles) 3. Use of Sensitivity Analysis
Purpose and methods of Forensic Analysis:
1. As-Planned vs. As-Built Method (AP v AB) 2. Impacted As-Planned Method (IAP) 3. Collapsed As-built Method (CAB) or AS-built But For (ABBF) 4. Time Impact Analysis Method (TIA)
1. Drop line method 2. Activity Weeks method 3. Milestone monitoring 4. Cash Flow monitoring 5. Resource monitoring 6. Network Analysis and measurement of float usage
1. Curves showing Planned Value, Actual Cost and Earned Value, Cost and Schedule Variance 2. Cost and Schedule Variance Charts 3. Bulls Eye Performance Charts
1. Cost Variance (CV) 2. Schedule Variance (SV) 3. Schedule Performance Index (SPI) Cost Performance Index (CPI)
Use Earned Value data to produce project forecasts:
1. Estimate At Completion (EAC) 2. Estimate To Complete (ETC) Estimate Time To Complete (ETTC)
1. Change Request 2. Change Log 3. Monthly Change Report
1. Probability Charts 2. Tornado Chart 3. Quantitative Schedule Risk Analysis (QSRA) Chart Duration Uncertainty Tornado Chart
1. Whether specific activities undertaken to establish and maintain a Project Baseline are appropriate, with reasons 2. Whether Performance Reports are fit for purpose, with reasons
Whether methods of reporting the project's performance are applied appropriately and whether their outputs are fit for purpose, with reasons:
1. Probability Charts 2. Tornado Chart 3. Quantitative Schedule Risk Analysis (QSRA) Chart 4. Duration Uncertainty Tornado Chart are appropriate and accurate.
APM / APMG - Project Planning & Control Examination
Key exam information:
Throughout the Project Planning and Control course, delegates will be exposed to numerous examples of examination questions. We will undertake a number of exercises and 'question-and-answer' sessions that will help to consolidate the learning, thereby ensuring that delegates are more than adequately prepared for the exam.
If you need training for 3 or more people, you should ask us about onsite training. Putting aside the obvious location benefit, content can be customised to better meet your business objectives and more can be covered than in a public classroom. It's a cost effective option.
Submit an enquiry from any page on this site, and let us know you are interested in the requirements box, or simply mention it when we contact you.