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Project Management Contracts

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					             Project Management for the Contracts Professional
                           Seminar Overview
As contract management professionals responsible for managing the organization’s
contracting process, a thorough understanding of project management concepts, tools,
and techniques is essential for ensuring projects meet cost, schedule, and performance
objectives. This one-day seminar covers the essential aspects of successfully managing
projects.

The seminar will provide a conceptual overview of project management with a focus on
understanding the project management environment, the advantages of using a project
management methodology, understanding the characteristics of a project and the role of
the project manager and project teams. An introduction to the Project Management
Institute’s (PMI) Project Management Body of Knowledge (PMBOK) areas will also be
discussed. An in-depth discussion of the essential elements of project management used
in project planning, executing, and control will also be presented. A discussion of the
project cycle, work breakdown structures (WBS), project schedules, risk management,
and earned value management will be presented.

At the completion of this seminar, the attendee will:

   •   Understand the nature of today’s business environment.

   •   Be able to define project management and relate it to other disciplines.

   •   Understand the different organizing options for projects.

   •   Understand the roles of the project sponsor, project manager, project team, and
       stakeholders.

   •   Understand how a project life cycle is used for managing projects activities.

   •   Have a working knowledge of project management tools such as project charter,
       project plan, work breakdown structure, network diagram, Gantt chart, and
       responsibility assignment matrix.

   •   Be able to apply risk management tools for identifying and mitigating project
       risks.

   •   Gain an appreciation for how earned value management concepts are used for
       monitoring and controlling project cost, schedule, and performance.

   •   Gain an appreciation for the tools and techniques available from the Guide to the
       Project Management Body of Knowledge (PMBOK).
             Project Management for the Contracts Professional
                         Agenda on 04 April 2007

Check-In/ Breakfast:          7:30 AM – 8:00AM

Morning Session:              8:00AM – 12:00PM

Lunch:                        12:00PM – 1:00 PM

Afternoon Session:            1:00PM – 5:00 PM

Closing Remarks               5:00PM – 5:15 PM

Location:      Desert Diamond Hotel and Casino on S. Nogales Hwy, Tucson AZ
               Conference Rooms A and B


Morning Session Objectives:

At the completion of this session, the attendee will:

1. Understand the nature of today’s business environment.
2. Be able to define project management and relate it to other disciplines.
3. Understand the different organizing options for projects.
4. Understand the roles of the project sponsor, project manager, project team, and
     stakeholders.
5. Gain an appreciation for the project management process groups and knowledge areas
     identified in the Guide to the Project Management Body of Knowledge (PMBOK).

Afternoon Session Objectives:

At the completion of this session, the attendee will:

1. Understand how a project life cycle is used for managing projects activities.
2. Have a working knowledge of project management tools such as project charter,
     project plan, work breakdown structure, network diagram, Gantt chart, and
     responsibility assignment matrix.
3. Be able to apply risk management tools for identifying and mitigating project risks.
4. Gain an appreciation for how earned value management concepts are used for
     monitoring and controlling project cost, schedule, and performance.
5. Gain an appreciation for the tools and techniques available from the Guide to the
     Project Management Body of Knowledge (PMBOK).
Morning Session Outline
1. The Project Management Environment
   a. Today’s Business Environment
   b. Why Project Management?
2. Project Management Fundamentals
   a. What is Project Management?
   b. Characteristics of a Project
   c. Organizing for Projects
3. Key Players
   a. The Project Manager (PM)
   b. The Project Team
   c. Project Key Players
   d. The PM and Project Team Relationships
4. Key Processes and Areas
   a. The Guide to the Project Management Body of Knowledge (PMBOK)
   b. Project Management Process Groups
   c. Project Management Knowledge Areas
5. Project Management, Supply Management, and the Future
   a. Future of Project Management and Contract Management
   b. Professionalism is key to success
Afternoon (Interactive) Session Outline
1. Project Initiation
   a. Project Charter
2. Project Planning
   a. Project Scope Statement
   b. Work Breakdown Structure (WBS)
   c. Procurement Planning
   d. Schedule
   e. Budget
   f. Responsibility Assignment Matrix (RAM)
   g. Risk Matrix
3. Project Execution
   a. Solicitation
   b. Source selection
4. Project Monitoring and Controlling
   a. Performance Reporting
   b. Contract Administration
5. Project Closing
   a. Contract Closeout
   b. Project Closure
Dr. Rene G. Rendon, C.P.M., CPCM, PMP
U.S. Naval Postgraduate School
Monterey, CA 93943
(831) 656-3464
DSN: 756-3464
rgrendon@nps.edu

Dr. Rene G. Rendon is a nationally recognized authority in the
areas of supply management, contract management, and project
management. He is currently on the faculty of the United States
Naval Postgraduate School where he teaches in the MBA and
Master of Science programs. In addition to teaching at the Naval
Postgraduate School, Rene has conducted research for the Office
of the Under Secretary of Defense (Acquisition, Technology, and Logistics) and the U.S. Navy
and has taught acquisition and program management courses to international military officers
and civilian officials.

Prior to his appointment at the Naval Postgraduate School, he served for more than 22 years as
an acquisition and contracting officer in the United States Air Force, retiring at the rank of
lieutenant colonel. His Air Force career included assignments as a warranted contracting officer
for the Peacekeeper ICBM, Maverick Missile, C-20 (Gulfstream IV), and the F-22 Raptor. He
was also a contracting squadron commander for an Air Force pilot training base and the director
of contracting for the Air Force’s Space Based Infrared satellite system, and the Evolved
Expendable Launch Vehicle rocket program.

Rene has earned bachelor, master, and doctorate degrees in business administration and has
taught contract management courses for the UCLA Government Contracts program. He was also
a senior faculty member for the Keller Graduate School of Management where he taught MBA
courses in project management and contract management. He is a graduate of the U. S. Air Force
Squadron Officer School, Air Command and Staff College, Air War College, and the
Department of Defense Systems Management College.

Rene is Level III certified in both Program Management and Contracting under the Defense
Acquisition Workforce Improvement Act (DAWIA) program. He is also a Certified Professional
Contracts Manager (CPCM) with the National Contract Management Association (NCMA), a
Certified Purchasing Manager (C.P.M.) with the Institute for Supply Management (ISM), and a
certified Project Management Professional (PMP) with the Project Management Institute (PMI).
He has received the prestigious Fellow Award from NCMA, and he was recognized with the
United States Air Force Outstanding Officer in Contracting Award. He has also received the
NCMA National Education Award and the NCMA Outstanding Fellow Award. Dr. Rendon is a
member of the ISM Certification Committee as well as on the Editorial Review Board for the
ISM Inside Supply Management magazine. He is a member of the NCMA Board of Advisors as
well as associate editor for its Journal of Contract Management. Dr. Rendon’s publications
include Government Contracting Basics (2007), U. S. Military Program Management: Lessons
Learned & Best Practices (2007), and Contract Management Organizational Assessment Tools
(2005). He has also published scholarly articles in the Contract Management magazine, the
Journal of Contract Management, the Program Manager magazine, the Project Management
Journal, and the PM Network magazine. He is a frequent speaker at universities and professional
conferences and provides consulting to both government and industry.

				
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