Effective Project Management: Employing HR, Cost, Quality, Procurement, Risk, & Time Management Strategies to Enhance Objectives

Programme Contents, Concepts and Issues

Project Management

• Project, Defined
• Distinction between Project and Task
• Classification of Project
• Introduction to Project Management
• Benefits of Project Management
• Concept of Project Management
• Project Processes
• Project Management System
• Project Life Cycle
• Project Cycle Management
• Project Portfolio Management System
• Project Co-ordination
• Project Sustainability
• The Project Manager
• SMART Objectives and SMARTER Objectives
• Project Management Tools and Techniques
• Questioning Techniques
• Defining and Agreeing Project Milestones
• Brainstorming
• Structures System Analysis and Development Method (SSADM)
• SWOT Analysis
• Gantt Charts
• PERT Charts
• Critical Path Analysis
• Mind Maps, Fish Bone Method ‘and Brainstorming
• Track Timing and Costs Contingencies
• Pre-feasibility and Feasibility Studies
• Developing a CATWOE Focus of Project Management

• Project Initiation
• Project Planning
• Planning Execution
• Project Monitoring and Control
• Project Termination/Closure

Project Initiation: Defining the Needs of Stakeholders

• Using Project Selection Models/Methods
• Criteria in 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
• Other Profitability Models
• Identifying and Performing Stakeholder Analysis

Project Planning

• 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
• Project Time Management
• Activity, Defined
• Activity Sequencing
• Activity Resource Estimating
• Activity Duration Estimating
• 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
• Perform Quality Assurance
• Perform Quality Control
• Pre-feasibility and Feasibility Studies
• Developing Project Plan
• Creating a Project Network Diagram
• Obtaining Plan Approval
• Evaluating the Project Charter

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
• Life-cycles of Team
• 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

Project Monitoring

• Introduction
• Indicators
• Using Evaluation Outcomes
• Monitoring Mechanisms
• Monitoring tools
• Project (re) Design
• 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

Project Evaluation

• Introduction
• 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
• Formulating the TOR
• Evaluation Approach
• 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 RBME
• Some Characteristics and Expected Benefits of Introducing RBME
• Project Review
• Monitoring and Evaluation and The Programme/Projects Cycle
• Constraints and Challenges to Monitoring and Evaluation

Project Control

• Introduction
• 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
• At Project Start
• 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

Problem-solving and Decision-making

• The Problem Framework
• Modelling Systems for Decision-making
• Handlin Uncertainty in Decision-making
• Mathematical Modelling Techniques
• Problem-Solving Tools
• Case-Effect-Cause Analysis
• Decision Trees
• Simple Decision Frameworks
• The Importance of Follow Up Actions

• Introduction
• 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

Project Communication

• 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

Project Human Resource Management

• Organisational Planning
• Inputs to Organisational Planning
• Project interfaces
• Staffing Requirements
• Constraints
• Tools and Techniques for Organisational Planning
• Templates
• Human Resource Practices
• Organisational Theory
• Stakeholder Analysis
• Outputs from Organisational Planning
• Role and Responsibility Assignment
• Staffing Management Plan
• Organisation Chart
• Supporting Details
• Staff Acquisition
• Inputs to Staff Acquisition
• Staff Management Plan
• Staffing Pool Description
• Recruitment Practices
• Tools and Techniques for Staff Acquisition
• Negotiations
• Pre-assignment
• Procurement
• Outputs for Staff Acquisition
• Project Staff Assigned
• Project Team Directory
• Team Development
• Inputs to Team Development
• Project Staff
• Project Plan
• Staffing Management Plan
• Performance Report
• External Feedback
• Tools and Techniques for Team Development
• Team-building Activities
• General Management Skills
• Reward and Recognition Systems
• Collocation
• Training
• Outputs for Team Development
• Performance Improvement
• Input to performance Appraisals
• Theories in Human Resource Management
• General Leadership Theory/Skills
• Different Types of Power
• Reward
• Expert
• Legitimate
• Referent
• Punishment
• Conflict Management
• Compromise
• Confrontation (Problem-Solving)
• Forcing
• Smoothing
• Withdrawing
• Reward and Recognition Theories
• Maslow’s Hierarchy of Needs
• McGregor’s Theory X
• McGregor’s Theory Y
• Contingency Theory
• Herzberg Motivation-hygiene Theory
• Expectancy Theory
• Achievement Theory

Project Risk Management

• Risk Management Planning
• Risk Identification
• Qualitative Risk Analysis
• Quantitative Risk Analysis
• Risk Response Planning
• Risk Monitoring and Control

Project Procurement Management

• Plan Purchases and Acquisition
• Plan Contracting
• Request Seller Responses
• Select Sellers
• Contract Administration
• Contract Closure

Information Management: Data Gathering and Analysis

• Information ProcessingMethods of Data Gathering
• Questionnaire, Interview and Scalar Checklist Design
• Information Gathering
• Documentary Analysis
• Conversation Analysis
• Interviewing
• Levels of Participant Observation
• The Complete Participant as Observer: Making ‘Detached Observations’: Data Analysis and Interpretation
• Encouraging Lateral Thinking
• Brainstorming
• Forced Associations
• Metaphors
• Analogies

Value Engineering in Project Management

• Introducing Advanced Value Engineering
• Value Engineering: Practical Applications
• Cost Modelling and Planning for Value Engineering Services
• Advanced Value Analysis Phases
• Advanced Value Engineering Case Analyses
• Practising Advanced Value Engineering
• Project Life Cycle, Creative Thinking and Costing
• Employee Resourcing, Interpersonal Relations and Staff Management for Advanced Value Engineering
• Risk Management in Advanced Value Analysis
• Crisis Management: Security and Natural Disaster Recovery in Advanced Value Engineering

• Time Management and Meeting Management
• Managerial Leadership and Leader Behaviour in Organisations
• Leadership Styles and Administrative Strategies: Improving Management Performance
• Team Dynamics: Team Leadership

Managing Individual Performance

• Human Resource and Performance Management
• Staff Performance Appraisal
• Reward Management: Developing an Effective and Equitable Career Structure
• The Management of Organisational Resources

Effective Project Proposal Writing and Fundraising Management

• Effective Project Proposal Writing
• Project Proposal Overview
• An Orientation to Proposal Writing
• Understanding the Agency and the Funding Environment
• Needs-Based Program Development
• Writing the Problem Statement
• Writing Goals, Objectives and Implementation Activities
• Writing the Evaluation Plan
• Creating Budget and Estimation
• Agency Capability and Final Steps

Fundraising Management

• The Fundraising Planning Process
• Fundraising from Individuals
• Corporate/Trust Fundraising