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. |
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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 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:
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.
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