• Integration Management
  includes the processes required to ensure that the various elements of the project are properly co-ordinated, in particular the organisational structures necessary for the successful governance of the project.
• Scope Management
  is the function of controlling a project in terms of its aims, goals and objectives through the process of conceptual development, full scope definition or statement, scope reporting and control, and project close out.
• Time Management
  is the function of maintaining appropriate allocation of time to every element in the overall conduct of the project through the successive stages of its natural life-cycle.
• Cost Management
  is the function of maintaining effective financial control of the project.
• Quality Management
  is the composite of material attributes (including performance features and characteristics) of the product or service which are required to satisfy the needs for which the project is being undertaken.
• Human Resource Management
  is the function of directing and coordinating human resources throughout the life of the project. It involves the application of the principles of behavioural science and administrative knowledge to achieve the predetermined project objectives of scope, time, cost, quality and participant satisfaction.
• Communications Management
  includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information.
• Risk Management
  includes the processes concerned with identifying, analysing and responding to project risk. It includes maximising the results of positive events and minimising the consequences of adverse events.
• Procurement Management
  is the function of acquiring resources for the project in order to produce the end product.

The material covered in the seminar will be the latest project management practice and theory, based on the Project Management Institute Body of Knowledge.  The seminar will be built around a series of practical exercises, using actual project management tools, such as the Terms of Reference, to identify the objectives, high level scope, organisational structure, milestones, budget, stakeholders, communications plan and risk profile of a project.  

The seminar can use either the tools currently in use at the client site or can provide a set of basic project management tools and a simple project methodology for use and adaptation by the client.   The ideal will be to apply the exercises in the course to actual or typical projects undertaken by the client organisation.   Typically, the course leader would expect to meet (physically or by phone) the client prior to the course to ensure that the course was correctly targeted.

The basic tools that will be provided are:

• Standard Project Management Methodology
• Project Terms of Reference template
• Issues Register template
• Risk Register template
• Change Register template
• Change Request Form template
• Status Report template
• Progress Meeting Agenda template
• Progress Meeting Minutes template
• Closedown Checklist

The specific areas to be covered are:

• Organisational structure
  including roles and responsibilities; governance and management issues.
• Project Planning
  including scope definition, time and cost planning. 
• Project Controls
  including change management, issues management and risk management.
• Team Participation
  including how to operate in a project team effectively, influencing and assertiveness.

The emphasis and approach will be on how to operate effectively within a project context.

• Overview of Project Management Principles
  Organising, planning, controlling, directing.
• Role of the Project Sponsor
  Activities over the project life cycle, key drivers of success
• Scheduling and Financials
  Review of basic scheduling, scheduling with multiple constraints, valuing using net present value.
• Tracking – Earned Value Analysis
  Basic principles and more complex applications.
• Attributes of a Successful Project Manager
  Nature vs nurture, project manager characteristics and behaviours.
• Dealing with Problem Projects
  Identifying problem projects, analysing the problems, options for dealing with problem projects.
• Contract Management
  How to operate with multiple parties involved in a negotiation, back-to-back contracts.
• People Management
  Dealing with difficult people, communicating assertively.

• The “fuzzy front end” and portfolio management
  The initial inception period of New Product Development, where both the customer value and the solution are uncertain. This area includes strategic planning, concept development and initial high-level feasibility assessment (involving key market research tools where applicable). It includes locating the proposed new product in a strategic context using portfolio management.
• Project management of the NPD process
  Confirming in detail what we are going to produce; what tasks will be involved; how long it will take to carry out the project, how much it will cost and whether it has an acceptable level of risk. Then monitoring progress and responding to variances.
• Practical examples
  What actually works in real life managing NPD projects in New Zealand business context.
• Management of multi-disciplinary teams
  The dimension of getting people to do things. It considers organisational structures of the NPD project team (as the team comes together from each key function of the organisation and often with their own agendas and KPIs), negotiation, communication and motivation.

• Introduction and basic principles
  Purpose of the business case, elements of a good business case, the business case production process, putting together the team.
• Introducing your project or investment
  Opportunity or problem analysis, vision and objectives, option analysis, proposed solution.
• The proposed solution
  Scope definition, high level resource requirements, time and cost estimates, dependencies, constraints, assumptions.
• Benefits argument
  Collecting data that supports or denies justification, analysing the data, appraisal techniques, constructing your argument.
• Quantitative justification techniques
  Financial analysis – NPV and cost/benefit, risk analysis.
• Planning the process of producing a business case
• Effective business case writing skills
  Knowing your audience, constructing a compelling narrative.
• Effective business case presentation skills
  Be able to convince face to face, handle objections and questions.
• Assessment of a business case
  Framework for evaluation, key questions to ask.

• Roles and responsibilities
  Getting these properly defined is a necessary precursor to planning the project
• Scope planning
  is the process of identifying what we are trying to achieve and how we are going to achieve it.
• Time and cost planning involves
  Estimating the duration of tasks and the whole project
  Identifying the project timeline and critical path
  Dealing with limited resources
  Optimising the schedule
  Planning project costs
  Distributing and reporting on the plan
• Progress tracking
  is the function of calculating and reporting on project progress

• Framework
  An overview of the benefits of portfolio and programme management (PPM), the components of PPM and the various types of programme.
• Portfolio Management
  The Strategic Perspective looks at the key elements of Portfolio Management, project valuation methods and documents, the stage gate and balanced portfolio project selection methods.
• Organisational Structure and Capacity Planning
  discusses basic Portfolio and Programme Management roles, responsibilities and reporting structure. It also considers capacity planning and multi-project resource allocation in a constrained environment.
• Programme Level Quality - Project Management Maturity
  Looks at the opportunities in a programme management environment to introduce quality initiatives into project management.
• Knowledge Management – Repeatable Success.
  A key component of Quality Management is the trapping and disseminating of best practices.
• Tool Time – Planning and Reporting.
  A look at the mechanics of planning and control at Programme Management level and the tools available to assist.
• Getting Started
  A pragmatic how-to guide on getting a Portfolio and Programme management initiative off the ground.

• Context of Project Sponsorship
  Rationale for Project Management
  Where the Sponsor fits in
• Basic Roles and Responsibilities
  Governance structures and roles
  Sponsor responsibilities in the planning process
  Sponsor responsibilities in the execution process
  Sponsor responsibilities at close out
• Key Drivers of Success
  Managing the project environment
  Understanding the partnership between project sponsor and management
  Demanding performance
  Managing the real benefits

• Event Inception
  Why and for whom are you holding it?
  Feasibility
  Preliminary budget and timeframe
  Roles and responsibilities
• Creative
  Why will it be interesting?
  Why will people want to come?
• Marketing and Promotion
  Audience analysis
  Promotions and publicity
  Working with the media
• Logistics
  Task definition, scheduling and costing
• Funding and Sponsorship
  Sources of funding
  Corporate sponsorship
• Managing Volunteers
  Recruitment, training and retention
• Safety and Risk Planning and Management
  Structure, responsibilities and liaison
  Risk management
  Security and emergency response planning
  On the day – safety and risk execution

• Project Establishment
  
• Project Scheduling Basics
• Advanced Project Scheduling
• Project Financial Management
• Advanced Tracking Techniques – EVM
• Project Control and Directing
• Project Risk Management
• Project Procurement Management
• Negotiation Skills

Project control includes the processes for ensuring that the project is being executed as planned, that any required changes to scope, time or cost are managed in an orderly fashion and that any issues that arise are tracked and dealt with.

Project directing includes the processes of leading and influencing the project team to deliver the project outputs as planned.

Project risk management includes the processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project.

Project procurement management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.   The organisation can be either the buyer or seller of the products, services or results of a project.

Negotiation skills are a key component of the project manager’s skill set. Negotiating with suppliers or clients, negotiating with resource managers to get the necessary resources for the project, negotiating with project personnel to get them to go the extra mile – all form part of the demands on a project manager.