1.  Introduction

Welcome to Advanced Project Management

Workshop Logistics

Workshop Materials

How to Get the Most Out of this Workshop

2.  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

3.  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 â??Workâ??

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

Advanced Project Management

4.  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

5.  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

6.  Summary and Conclusion

Where We’ve 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

7.  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

â??Threadingâ?? 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