Advanced Project Management: Project Monitoring, Evaluation and Control, PG Course. Course Contents inc. Discounted Cash Flow, Feasibility Studies, Life Cycle Phases, Payback Period, Pre-feasibility Studies, Pre-Project Commissioning, Project Completion, Project Co-ordination, Project Evaluation, Project Execution, Project Initiation, Project Life Cycle, Project Mandate, Project Planning, Project Sustainability, Rate of Return, Project Initiation Phase, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

Seminar or Course Number 139 - Advanced Project Management Course, Leading to Diploma – Postgraduate - in Advanced Project Management, Quad-Credit, 120 Credit-Hours, accumulating to a Postgraduate Certificate, with 60 additional Credit-Hours, and a Postgraduate Diploma, with 240 additional Credit-Hours.

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

For Whom This Course is Designed

This Course is Designed For:

  • Project Managers

  • Project Team Leaders

  • Programme Managers

  • Functional Managers

  • Team Members

  • Directors

  • Cost Accountant

  • Project Commissioners

  • Project Evaluators

  • Value Engineers

  • Value Analysts

  • Civil Engineers

  • Project Monitoring Personnel

  • Productivity Specialists

  • Performance Measurement Specialists

  • Individuals with a genuine interest in Issues associated with Project Management

 

Classroom-Based Duration and Cost:

Classroom-Based Duration:

20 Days

Classroom-Based Cost:

£20,000.00 Per Delegate

Group Cost:

Varies With Group Size

Group Residential Cost:

Up To 86% Discount, Based on Numbers.

Online (Video-Enhanced) Duration and Cost

Online Duration:

40 Days @ 3 Hours Per Day

Online Cost:

£13,400.00 Per Delegate

The course cost does not include living accommodation. However, delegates are treated with the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

 

  Daily Schedule: 9:30 to 4:30 pm.

 Location:  Central London and International Locations

 

Seminar or Course Number 139 - Advanced Project Management: Project Monitoring, Evaluation and Control Course, Leading to Diploma-Postgraduate in Advanced Project Management, Monitoring, Evaluation and Control (Quad Credit), Accumulating to a Postgraduate Diploma.

Importance and Objectives of This Course

This course will equip participants with the knowledge, skills and expertise to initiate, manage and deliver projects on time, meeting the highest quality standards. Team management is of paramount importance in any project management setting. This course enables project managers to be aware of the different stages of development of their teams, identifying their current stage of operation, launching them in the ‘performing stage’, ensuring that efforts are made to address remedial efforts to ensure that deficiencies are addressed. They will be able to establish ‘milestones’ accelerating efforts to ensure that these targets are met and that all deliverable expectations are addressed in their overall project management process

 

Course Contents, Concepts and Issues

 Advanced Project Management: The Planning Process

Part 1: Project Management: Overview

  •  Project Defined;

  • Distinction between Project and Task;

  • Project Classification;

  • Pre-Project Commissioning;

  • The Project Management Concept;

  • Pre-feasibility and Feasibility Studies;

  • Project Life Cycle;

  • Project Life Cycle Phases:

  • Project Initiation;

  • Project Planning;

  • Project Execution:

  • Project Evaluation.

  • Project Completion;

  • Project Commissioning.

  • Project Life Cycle Management;

  • Project Portfolio Management System;

  • Project Co-ordination;

  • Project Sustainability;

  • The Project Manager.

 

 Part 2: Project Initiation

  • Pre-feasibility and Feasibility Studies;

  • Pre-Project Commissioning;

  • Basic Steps of the Project Initiation Phase;

  • Using Project Selection Models/Methods:

  • Criteria for Choosing Project Selection Models;

  • Nature of Project Selection Models:

  • Nonnumeric:

  • The Sacred Cow;

  • The Operating Necessity;

  • The Competitive Necessity;

  • The Product Line Extension;

  • Comparative Benefit Model.

  • Numeric:

  • Payback Period;

  • Average Rate of Return;

  • Discounted Cash Flow/Net Present Value Method;

  • Internal Rate of Return;

  • Profitability Index.

  • Critical Factors to Ensure your Project is Successful:

  • Project Initiation Document:

  • The Project Charter;

  • The Project Mandate;

  • Other Project Initiation Documents.

  • Identifying and Performing Stakeholder Analysis.

 

 Part 3: Project Planning Process

  • Defining the Project Scope:

  • Project Objectives;

  • Deliverables;

  • Milestones;

  • Technical Requirements;

  • Limits and Exclusions;

  • Reviews with Customers.

  • Project Priority;

  • The Triple Constraints;

  • Work Breakdown Structure (WBS)

  • Process Breakdown Structure

  • Responsibility Matrix;

  • Project Planning Process;

  • Resources Needed for the Project Time Management:

  • Defining Activity;

  • Sequencing Activity;

  • Estimating Activity Resource;

  • Estimating Activity Duration;

  • Schedule Development;

  • Schedule Control;

  • Activity-on-Arrow (A-o-A) Diagrams and Critical Path Analysis;

  • Activity-On-Node (AON) Diagram;

  • Distinctions  between  Activity-on-Arrow  (A-o-A)  and  Activity-On-Node  (AON) Diagram;

  • Network Computation Process;

  • Using Forward and Backward Pass Information;

  • Other Practical Considerations in Developing Networks.

  • Project Cost Management:

  • Cost Estimating;

  • Cost Budgeting;

  • Cost Control.

  • Project Quality Management:

  • Quality Planning;

  • Performing Quality Assurance;

  • Performing Quality Control.

  • Developing the Project Plan;

  • Creating a Project Network Diagram;

  • Obtaining Plan Approval;

  • Evaluating the Project Charter.

  • Advanced Project Management: Project Monitoring, Evaluation and Control

 

 Part 4: Project Execution

  • Executing the Tasks Defined in the Project Plan;

  • The Roles of the Team;

  • The Pure Project Organisation;

  • Matrix Management;

  • Structure Selection;

  • Mixed Organisational Structures and Coordination;

  • Project Human Resource Management:

  • Human Resource Planning;

  • Acquire Project Team;

  • Develop Project Team.

  • Team Work;

  • Managing Personalities in Teams;

  • Effective Team Work;

  • Managing the Team:

  • Running Effective Meetings;

  • Working with Geographically Remote People and Groups.

  • Management and Leadership in Project Environments:

  • The Role Of Leadership and Management in Projects;

  • Individual Skills and Attitudes;

  • Individual Motivation;

  • Structural Implications for Project Managers;

  • Cultural Implication for Project Managers;

  • Management Style;

  • The Development of Management Thinking;

  • The Development of New Management Paradigm.

 

 Part 5: Project Monitoring

  •       Introduction to Project Monitoring;

  • Monitoring Mechanisms;

  • Monitoring tools;

  • Participatory Monitoring;

  • Steps to Participatory Monitoring Techniques;

  • The Purpose of Project Monitoring and Evaluation;

  • Key Principles of Project Monitoring and Evaluation;

  • Critical Success Factors of Project Monitoring and Evaluation;

  • Project Audit;

  • Types of Project Audit;

  • Contents of the Project Audit;

  • A Format for a Project Audit;

  • The Project Audit Life Cycle;

  • Phases of Project Auditing;

  • The In- Progress Project Audit;

  • Post Completion Project Auditing;

  • Verification Activities During Project Monitoring and Control;

  • Quality Assurance and Project Monitoring;

  • Project Monitoring Process Description;

  • Types of Project Monitoring Activities;

  • Elements of Project Monitoring;

  • Post- Programme or Post- Project Monitoring.

 

 Part 6: Project Evaluation

  • Introduction to Project Evaluation Phase;

  • Programme Evaluation;

  • Evaluation Outputs and the Project/Programme Cycle;

  • The Objectives of Programme Evaluation;

  • Evaluation Steps;

  • Broad Evaluation Design Strategies;

  • Performance Logic Chain Assessment;

  • Pre-implementation Assessment;

  • Process Implementation Evaluation;

  • Rapid Appraisal;

  • Case Study;

  • Impact Evaluation;

  • Meta- Evaluation;

  • Characteristics of Quality Evaluations;

  • Types of Evaluation;

  • Methods of Evaluation Data Collection;

  • Analysis of Evaluation Data and Interpretation;

  • Planning and Managing and Evaluation;

  • Substantive Monitoring of the Evaluation Exercise;

  • Relationship Between Monitoring and Evaluation;

  • The Relationship Between Evaluation and Audit Evaluation, Audit and Research;

  • When do we need Monitoring and Evaluation Results during the Programme Cycle?;

  • The Role of Evaluation in Results-Based Monitoring and Evaluation;

  • Key Features of Implementation;

  • Monitoring Versus Results Monitoring;

  • Projects, Program. And Policy Applications of Results-Based Monitoring and Evaluation (RBME);

  • Some Characteristics and Expected Benefits of Introducing Results-Based Monitoring and Evaluation (RBME) Project Review;

  • Monitoring and Evaluation and The Programme/Projects Cycle;

  • Constraints and Challenges to Monitoring and Evaluation.

 

 Part 7: Project Control

  • Achieving Team Member Self-Control;

  • Project Control System;

  • Characteristics of a Project Control System;

  • Designing the Right System Project Review Meetings The Three Types Of Control;

  • Control of Major Project Constraints;

  • Progress Tracking Using Spending Curves: Examples;

  • Responding to Variances;

  • Using Percentage Complete to Measure Progress;

  • Scope and Change Control;

  • Scope Change Control;

  • Change Control Vs. Issue Management;

  • Scope Management;

  • Importance of Project Scope Change Management;

  • When Scope is not Managed;

  • Starting Up the Change Control Process;

  • Managing Scope and Change Requests During Project Tools and Techniques for Integrated Change Control;

  • Stage-Gate Approach to Project Control;

  • Effecting Change Control;

  • Tips and Techniques for Effecting Change Control;

  • Change Control Sheet.

 

 Part 8: Project Termination/Closure

  •       Appropriate Project Termination Activities;

  • Activities in Closeout Phase;

  • Reasons for Stopping in Mid-Stream;

  • Early Termination Analyses;

  • Modes of Project Closure/Termination;

  • Project Disposition Phase;

  • The Objective of Project Disposition Phase;

  • Roles and Responsibilities During The Disposition Phase;

  • Deliverables During The Disposition Phase;

  • Final Project Report;

  • Mid-Term Evaluation Report: Sample Outline;

  • Annual Programme/Project Report.

 

Part 9: Project Communication 

  • Resonation;

  • Introduction;

  • Communication Planning;

  • Communication Requirements;

  • Communication Technology;

  • Constraints;

  • Assumptions;

  • Communications Management Plan;

  • Tools and Techniques for Information Distribution;

  • Performance Reporting;

  • Tools and Techniques for Performance Reporting;

  • Information Distribution Tools and Techniques;

  • Administrative Closure;

  • Tools and Techniques for Administrative Closure;

  • Project Reporting.

 

Seminar or Course Number 139 - Advanced Project Management: Project Monitoring, Evaluation and Control Course, Leading to Diploma-Postgraduate in Advanced Project Management, Monitoring, Evaluation and Control (Quad Credit), Accumulating to a Postgraduate Diploma.