Advanced Project Management Techniques®

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Advanced Project Management Techniques ®
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This course intended for X C E L L ManagersC E are A N A G E M E N isT E experienced Project E N who often assigned projects that have a level of complexity higher than those normaly found within the organization. You will receive insights, ® concepts, current global best practices from industry leaders and project methodology techniques that are essential to managing these types of projects. In addition, participants will harness their management Best-practice based project experience and knowledge training for IT to develop of project managementProjects next generation best practices and Packed This program is practices”, this three-day course gives more new ideas.with industry “bestbuilt upon BMC’s vast experience ofyou a practical approach to with organizations challenges in SYSTEMS, NASA, than 25 years of workmanaging the technicalsuch as BAEtypical IT/IS industry theprojects so youBahrain Ministry ofdeal with anddeadlines, resource needs, Kingdom of can more effectively Works the Housing, AIRBUS, GSK, team issues and technical complexities in a successful, professional way. NASDA, SONY, Coca Cola and others. ®

Challenge your project management expertise

The Art of Project Management for IT/IS Projects

Course
Objectives

DesCription

The IT/IS version of The Art of Project Management presents a standard project management methodology for application in the IT environment recognizing the nature of project work unique to IT/IS, including configuration management and change control, risk identification and planning, quality Course Leader expectations. assurance and client

this course will help you to: Anthony eve, pMp p2,is a Senior partner with Business Management , COURSE DESCRIPTION Course Leader Define advanced project management development Consultants and the VicePMP, P2, of BMC’s Consulting Division. President is Associate Director at Business Anthony Eve, Objectives Management Consultants (BMC) where he directs the UK Operations Explore different types of PMO and their roles and Over his the Europe, and EMEA of BMC.he has led a variety of multi of 20 years of experience, Understand the role of a successful project manager / leader responsibilities Over his 20 years of experience, he has led a variety and has a natural, disciplinary teams in project and change managementof multi disciplinary Cover basic principles of Project/Program Portfolio management Work on Project/Program classification, ranking and prioritization
Plan IT projects effectively and coach others to plan Understand each phase of an IT project to enable effective and benchmark your skills

successful style management based based on performance, empowering style of of management on performance, empowering and team and team development, which has been utilized within major blue such as British Airways, BAE SYSTEMS, and Airbus. His success led
Airbus to position him in Airbus Head Office, Toulouse, where he was responsible for the harmonisation and development of the global Project Management System of the company with an international success led Airbus to position him in Airbus Head Office, Toulouse, team and Project Management population of around 1200 people. Mr. Eve is a certified Project the harmonisation and development where he was responsible forManagement Professional (PMP), a member of the Project Management Institution (PMI®), a member of the UK of the global ProjectProject Management (APM)of thePRINCE2 qualified. an Association of Management System and is company with development, which has been utilized within major blue chip companies

teams in project and change management and has a natural, successful

Explore project personnel planning forward assessment, selection, recruitment and development techniques
Develop realistic resource plans

chip companies such as British Airways, BAE SYSTEMS, and Airbus. His

Develop organizational baseline and conduct assessments

Use an effective project reporting system so that your clients

Select the right tools for project management project is at and any changes and team know what stage the Advance your skills that have been agreed in resource and capacity planning Understand unique challenges of complex projects within a
Develop effective communication across project systematic framework of project management methodology teams Motivate and empower team members

Colin Millward, Project Management Consultant of around international team and PMP, MIMIS, is a Principalpopulationfor Business

1200 people. Mr. Eve is a certified Project Management Professional
Colin is an experienced information technology consultant and project technology and business/financial systems processing field. He has

Management Consultants (BMC).

(PMP), amanager with more than twenty years in the big systems informationa member of the Project Management Institution (PMI®), membersuccessfully implemented enterprise and financial systems projects inis of the UK Association of Project Management (APM) and PRINCE2 qualified. steel trading, electricity distribution, insurance, banking, as diverse as
business payroll services, telecoms and government. He also holds an Advanced Masters in Applied Project Management from Villanova University, he is a Member of the Institute of Management Information Methodology Systems. the United States, the United Kingdom, Europe and Asia in industries

Engage in applyingUse simple, user-friendlyand management tools project experience risk knowledge of best practices to projects that present a complex range if issues Manage cross-functional and cross-cultural teams
Develop a personal action plan to keep you focused on your tasks and become a successful IT project manager

Who Should Attend

Experienced project managers, PMO Officers and senior managers with a sound background and knowledge of project management. Who Should Attend Prerequisites: A good understanding and project IT product development managIT project managers of leaders, management tools and ers, programmers, systems analysts, MIS Managers and functional techniques managers who deal with Course Level: Intermediate/Advanced IT project managers and team members. Course Dates: Course Dates: March 9-11, 2009, October 12-14, 2009

This course will be conducted in a highly interactive way, with Methodology participants working in small groups. There will be short instruction
presentations in by participants working and exchange, and components followedwhich group discussion in interactive groups, This highly interactive course includes “applications” workshops and apply the tools and techniques of the methodology to typical Assessment Inventory and Action Kit, by which participants assess return to their company for complete 360 degree evaluation by their team, project manager and immediate supervisors.

highly challengin gcase course also includes the Project Management IT projects. The studies with group presentations, critique and coaching. themselves during the course and then will
Project Management Institute

18 - 19 /3/2010 Earn 24 PDUs earn 16 pDus

Contact Details: Contact Details: 	

	

Ms Eleni Tsirigoti, Ms Vasiliki Zafiri: Tel: 210-3680907, Ms Eleni Tsirigoti, Ms Vasiliki Zafiri: Tel: 210-3680907, 210-3680927, Fax: 210-3633174, 210-3680927, Fax: 210-3633174, http://projectmanagement.hau.gr e-mail: project@hau.gr http://projectmanagement.hau.gr -- -- e-mail: project@hau.gr

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outline

Course

Day 1
Advanced project Management Development What is advanced project management development? How do organizations support the application, utilization and development of their project management systems? What is the difference between project, program and portfolio? WorKsHop: Participants discuss with the group their own experience in managing complex projects. types of pMo What are the typical three different types of project/program management offices? What does each typically do? What does the Enterprise-wide PMO do differently from the PMO? How do organizations typically support the practice of effective project management? pArtiCipAtion: The Assessment Inventory (Baseline) of Organizational Support for Project Management™ Participants evaluate the organizational support and readiness of their companies for incorporating PM techniques and discuss the outcomes. pMo roles and responsibilities What is the project manager responsible for and what is the PMO responsible for? What are the roles and responsibilities of the three different types of project/ program management offices in • collecting and presenting data, • setting and policing methodology, • coaching a network of practitioners, • assessing and developing practitioners, • creating competency models and career paths, • being the ‘custodian’ of the PM discipline and knowledge expert, and • selecting and recruiting PM personnel? WorKsHop: Participants discuss and develop their own respective organizational roles and responsibilities. program/portfolio Management (tracking) How do PMO’s track multiple projects/ programs? What information is required and how does the PMO track this information? What is the common lifecycle used to baseline all project/programs against? What are the major lifecycle review points? How are Gate Reviews conducted, what is the criteria and process? How are issues, challenges managed? What is the different change, review, and steering committees and forums required? WorKsHop: Participants discuss and develop their own respective organizational tracking mechanisms. program/portfolio Management (resource and Capacity planning part 1) What is resource and capacity planning? What does the PMO need to establish for effective resource and capacity planning? What do line/functional managers need to do to support resource and capacity planning? WorKsHop: Participants discuss and develop how their own organization approaches prioritization. project/program support What is the PMO’s role in initiating projects/programs? How does the PMO facilitate stakeholder management, planning and risk workshops? What is a typical approach for facilitating and coaching? How should the PMO provide support throughout the different stages of the project/program’s life cycle? WorKsHop: Participants discuss and develop their own respective organizational support roles. project Management Development Vision What is the PMO’s role in ‘driving’ the development of PM throughout the organization? How can the PMO promote PM? What assessment techniques are available to assess an organization’s maturity with regard to PM? How can the PMO build a ‘road map’ for developing PM? How do you build a business case and demonstrate the effect on performance from developing an organization’s PMO? How can the PMO audit and police the effective utilization of PM? View example ‘road maps’ and business cases for developing PM WorKsHop: Participants discuss and develop their own respective organizational assessment mechanisms. sYnDiCAte WorKsHop: What are the key learning points, how do they affect the participants organizations, what actions should be taken? DeVelopMent - lessons leArneD session ConClusion AnD Closure.

Day 2
program/portfolio Management (resource and Capacity planning part 2) What is resource and capacity planning? What does the PMO need to establish for effective resource and capacity planning? What do line/functional managers need to do to support resource and capacity planning? WorKsHop: Participants discuss and develop their own respective organizational resource and capacity planning mechanisms. program/portfolio Management (prioritization) How does the PMO classify and rank a project? What is the difference between ranking and classifying projects? What are the benefits from ranking and classifying projects? What is the process for prioritizing projects and program’s? What criteria are used to prioritize, how often and who is responsible What is the project manager’s and senior management’s role?

Contact Details:

	

	

Ms Eleni Tsirigoti, Ms Vasiliki Zafiri: Tel: 210-3680907, 210-3680927, Fax: 210-3633174, http://projectmanagement.hau.gr -- e-mail: project@hau.gr

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