Introduction to Program – Project Management

Learn to manage projects using the PMI ® model
Training geared to the needs and realities of Government project management


(5 day course)

This course is available for On-Site Training only. We will bring this course to your agency or company.
Contact Don Dickson, On-Site Training Manager at (301) 455-5633 or Don.Dickson@GovernmentTrainingInc.com

About this course


Begin developing your Agency staff in fundamental program and project management skills. Each student is encouraged to bring with them a project from their office where they can begin laying the groundwork for implementation based on PMI ® methodologies.

This Project Management course examines project management in theory and practice and the roles and responsibilities of the project manager. The instructors are all experienced government PMs. The course offers a practical, hands-on approach to managing projects, focusing on organizing, planning, and controlling the efforts of the project. Students participate in structured workshops where simulated project plans are designed and implemented. The course is based on the best and most current thinking in the field, particularly the Project Management Institute's (PMI®) approach described in A Guide to the Project(PMBOK® Guide). Case studies, active participation in team exercises, break-out sessions and practical information reinforce learning. At the end of the course, attendees will understand why project management requires a high degree of professionalism, and how to achieve that end in future projects.

Accreditation


This class counts toward the FAC-COR or FAC-P/PM Certification. This training workshop is recommended for 40 Continuous Learning Points (CLPs) toward DAWIA, FAC-C and FAC-P/PM requirements. This workshop meets OMBs Blueprint for COR Training. The course is also eligible for XXXXX

Presentation of analysis

Learning Objectives


  • Participant introductions
  • What is management? What is project management?
  • Where do projects come from? What are they? How good are we at them?
  • The challenges faced by the project manager

Project Management Framework


  • Lifecycles. Standards. Methodologies
  • The difference between the business and technical management of the project process.
  • PMI®, the PMBOK® Guide, and the ANSI Standard
  • Phases, Process Groups, and Knowledge Areas
  • Project Initiation
  • PM Process Flow. The Management components: Organize, Plan, Control

Project Organization


  • The project management organization model
  • The Project Board and the project manager
  • The PMO (Program Management Office). PMO models, what each does
  • The project team.
  • Organizational causes of failure
  • Workshop 1 - organizing for the case study project

Project Planning Introduction


  • Why plan? Planning and its linkage to failure.
  • Types of plans. Product oriented planning versus project management planning
  • Product/technical oriented plans: Scope, Time, Cost, and Quality plans
  • Project management plans: Risk, Communications, Procurement, and Organization

Project Technical Planning


  • Scope planning and definition
  • Product decomposition
  • The Work Breakdown Structure (WBS)
  • Workshop 2 - The case study WBS
  • Time planning:
    • Activity definition. The activity list
    • Activity sequencing
    • Duration estimating
    • Scheduling - resource planning, schedule development
    • The critical path
  • Cost estimating. Budgeting
  • Quality planning
  • Workshop 3 - The case study technical plan
  • Project Management Planning - the subsidiary plans
  • Risk Management Plan
    • Identifying risks and triggers
    • Risk response plan
    • Managing project issues
  • Human Resource Management Plan
    • Identifying specific resources
    • Resource calendars
    • Acquiring resources
  • Procurement Management Plan
    • Planning and executing a procurement plan
    • Going outside for people
  • Communication Management Plan
    • Identifying key stakeholders
    • Defining information needs and mechanisms
  • Workshop 4 - the case study subsidiary plans
  • Pulling the plans together
  • The Project Plan
  • Integrated Change Control
  • Workshop 5 - pull together the project plan

Executing the Project


  • Team development
  • Procure outside resources
  • Quality Assurance
  • Information distribution
  • Traps to avoid
  • Most common mistakes – and how to avoid them

Controlling the Project


  • What is control?
  • Life cycles - end stage assessments - Controlling the big picture
  • Levels of responsibility for control - Business and product quality controls
  • Integrated change control during the life of the project
  • Performance reporting - monitoring and control
  • Exceptions - technical and management
  • Technical:
    • Scope verification and deviation from specification - acceptance
    • Change requests and scope change control
    • Errors (defects) and quality control
  • Business:
    • Schedule control
    • Cost control
    • Earned Value analysis
  • Risk monitoring and control, including issues
  • Project failures related to controls
  • Workshop 6 - case study exception evaluation for potential action

Closing the Project


  • Contract close-out
  • Administrative close-out
  • Lessons learned
  • Archiving project information
  • Workshop 7 - Lessons learned in the case study

Presentation of analysis