Project Management- Fundamentals
In this three-day course you will learn four characteristics that distinguish projects from other managerial activity: a three-dimensional objective, uniqueness, use of resources, and accomplishment by an organization. Also explored are the aspects that may affect their difficulty: origin of the project, product of the project, marketplace or customer, and size and/or location.
What you will learn:
- How to prepare a sound plan for your project and maximize your probability of success.
- How to achieve Buy-In from the people who will perform the work on the project.
- How to deal with conflict and also to use it to the advantage of your project.
- Techniques for monitoring and controlling the outcome of your project.
- Effective approaches to managing multiple projects.
- Proposals & Contract Negotiations-Acquiring New Business – Proposal development, the proposal as a sales document. Preparing the winning proposal, interpreting the RFP/RFQ, preparing the superior technical volume, preparing a cost estimate, determining the winning price. Contract negotiations, defining deliverables, official vs unofficial replanning, contract change proposals.
- Organizational Structures and Project Management – Programs and Projects. Comparing project management in different organizational structures. Matrix management and effective use of the functional resources.
- Project Plan – Work Breakdown Structure (WBS), Schedule, Budget – Project planning. Organizing the work efficiently. Creating a WBS compliant with contract Statement of Work (SOW). Creating a workable schedule, Critical Path Network, networks vs Gannt charts. Key milestones, interim & end item deliveries. Establishing the project budget, assigning resources to tasks, time-phased project budget, management reserve. Using the cost account as a key management control point. Assessing and managing risk.
- Organizing the Project – Analyzing the contract baseline, contract value. Teaming partners, Responsibility Assignment Matrix. Subcontract management, subcontract specifications, establishing the technical baseline, Work packages for complex projects. The project management office, Interviewing and hiring personnel.
- Directing the Workflow – Developing and managing multiple work packages, effective cost/schedule integration. Concurrent engineering, maintaining configuration control. Parts and material management, managing long lead procurements. Major subcontractor management.
- Controlling the Project – Conducting program reviews. Project documentation, requirements specification tree, as-designed vs. as-built documentation. Cost and schedule control. Earned value management, cost and schedule variances, estimates at complete/latest revised estimate. Analyzing the network’s critical path. Tracking and reporting on multiple elements. Managing quality, accommodating customer changes, deviations and waivers. Monitoring the production. Correcting design deficiencies. Managing conflict. Completing and closing out the project.
- Aids to Project Management – Automating the project management process, schedule management software, Cost control software/spreadsheet products, integrating cost/schedule control. Evaluating project management software, creating project networks, resource allocation, report formats.
If this course is not on the current schedule of open enrollment courses and you are interested in attending this or another course as an open enrollment, please contact us at (410)956-8805 or email@example.com. Please indicate the course name, number of students who wish to participate. and a preferred time frame. ATI typically schedules open enrollment courses with a 3-5 month lead time. For on-site pricing, you can use the request an on-site quote form, call us at (410)956-8805, or email us at firstname.lastname@example.org.
Michael D. Teems retired from the Johns Hopkins University Applied Physics Laboratory in 2003 after 40 years. He came to APL after graduating from the Georgia Institute of Technology with a degree in electrical engineering and was a member of the Principal Professional Staff and served as a Program Manager in several technical departments. His work encompassed a broad range of technical activities including system design, development, test and evaluation, systems analysis and the establishment and management of technical programs for a wide variety of government and military customers. He managed programs concerned with radar, missiles, ECM/ECCM, communications, space systems, GPS, and technical intelligence and is an expert in program management, new program definition, and technical supervision. He was active in the development of courses for the Technical Management Program of the JHU Engineering and Applied Science Programs and has taught the Introduction to Project Management course since its inception in 1980.
Contact this instructor (please mention course name in the subject line)