Introduction
Workshop Logistics
Workshop Materials
How to Get the Most Out of this Workshop

 Project Selection and Initiation
Initiating Projects
When Do Projects Start? Defining the Project Life Cycle
Tips for Defining the Start of a Project
Considerations for Initiating Projects
Strategic Planning
Prioritizing Projects
Selecting Projects
Key Elements of the Initiating Process
Guidelines for Project Initiation

 Project Execution Methodology
Project Execution Methodology
Starting Project Work
The Value of a Good Start
Ensuring a Successful Start to Project Work
What Planning Outputs are Needed, and How Good Must They Be?
Stakeholder Commitment and Team Resources
Inhibitors to Future Success and How to Deal with Them
Estimates that Don�t ?Work?
Non-Participating Stakeholders
Vague or Uncommitted Resources
Other Inhibitors to Getting Work Done
The Process for Commencing Project Work
Communicating the Start of Project Work
Coordinating the Start of Project Work
Key Learning Points
Getting Work Done
Facilitating Project Work
Communicating Work Expectations (Work Authorization)
Managing Issues and Action Items
Key Learning Points
Progress, Status, and Forecasting
Capturing Progress
Updating the Schedule
Forecasting Predicting Future Project Work

 Project Variance and Control
A Framework for Performance Reporting
Understanding Different Types of Metrics
How Metrics Interact
Measuring Projects and Generating Metrics Reports
Interpreting Project Metrics
Baseline Metrics
Earned Value Management
Earned Value Management Variance Analysis
Earned Value Management Forecasting Variance
Earned Value Management To-Complete Performance Index (TCPI)
Understanding the Causes of Variance
Defining Project Variance
Understanding Different Types of Project Variance
Root Contributors to Variance
Methods for Identifying Root Contributors
Taking Corrective Action to Overcome Variance
Definition/Intention of Corrective Action
Understanding Points of Leverage
Managing Change, Quality, and Risk
Responding to the Dynamic Nature of Projects
Using Process to Create Transparency
Control Processes for Project Change
Quality Control
Quality Assurance
Risk Monitoring and Control Process  Project Closure and Learning
The Closing Process
The Challenge of Project Closure
When and How to Learn from Projects
Initial Sizing
Detailed Estimating
Unforeseen Events
Project Closure Reporting and Archiving Processes
Step 1 - Obtain Formal Acceptance
Step 2 - Shut Down the Work Engine
Step 3 - Analyze Metrics, Baseline, and Change Data
Step 4 - Evaluate Processes and Documentation
Step 5 - Documenting Project Events and Circumstances
Step 6 - Generating Lessons Learned
Step 7 - Finalize and Share the Project Closure Report
Step 8 - Celebrating the End of the Project
Step 9 - Archive the Project Records
Step 10 - Conduct Follow-Up Surveys as Negotiated

 Summary and Conclusion
Where We Have Been
Where to Go Next
Appendix A Managing Projects Better with Process
Intent and Ownership of Processes
Process as a Tool for Success in Project Management
Differentiating Between Project Management and Product Development
Overviews of Methodologies
Value of a Project Management Methodology
Using a Methodology
Creating a Methodology

 Appendix B Special Situations (That Happen All the Time)
Managing Several Projects Simultaneously
Priority
Process
Workflow
Taking Over Ongoing Projects
Establishing Credibility and Project Visibility
Inventory the Project to Find Leverage Points
Threading Your Methodology to an Ongoing Project
Stakeholder Change
What is a Stakeholder Change?
Assessing the Impact of Stakeholder Change on Your Project
Responding to Stakeholder Change
Scaling Project Management to Meet the Project Needs
Factors in Scaling Project Management
Identifying and Protecting the Core Project Management Processes