Dynamic Project Management

This course will provide a framework for managing projects in a fast paced environment. Rapid technological, economic, and social changes dictate that project managers must have the ability to integrate both changes to the definition of their project products and the resulting changes to their project scope, schedule, and cost. Change has ceased to be an exception. Dynamic project management deals with change as the norm. It provides a model for integrating change across all the dimensions of project management.

Upon completing this course students should be able to:

• Define effective gate review requirements and criteria. Interpret technological, economic, and social forces and their implications to project activities.
• Ensure that all project activities are focused and coordinated.
• Design and implement appropriate project management processes.
• Manage the organizational impacts of a dynamic project management environment.

Course Agenda

Day One Opening Activities

a)       Objectives, agenda, ground rules

b)       Participant introductions

2)       The Project Life Cycle

a)       Project Initiation

b)       Project Planning

c)       Project Execution

d)       Project Control

e)       Project Closing

3)       Mastering Project Communication

a)       Identifying project stake holders

b)       Defining information requirements

i)        Keirsey & Bates temperament type test exercise

c)       Bringing clarity and consistency to project communication

d)       Managing conflict constructively

4)       The Iron Triangle

a)       Project Scope Management

i)         Scope in the life cycle

ii)       The Work Breakdown Structure (WBS)

iii)      Scope validation

iv)     Scope change control

b)       Project Time Management

i)         Project estimating methods

ii)       Project scheduling methods

iii)      Gantt

iv)     Network diagramming

v)       Schedule compression techniques

vi)     Project tracking methods

c)       Project Cost Management

i)         Resource estimating

ii)       Managing free float

5)      Day One Closing Activities

a)       Real World Project Management Exercise

b)       Evaluation

6)       Day Two Opening Activities

a)       Real World Project Management reports

7)       The Project Organization and Human Resources

a)       Organization models

i)         Functional organizations

ii)       Matrix organizations

iii)      Projectized organizations

b)       Resource allocation and constraints management

c)       Dedicated and shared resources

d)       Collocation

e)       Virtual project management

i)        Temperament type group problem solving exercise

f)        Getting extraordinary results from ordinary people

g)       Integrated Project Teams (IPT)

h)       Group dynamics and facilitation

8)       Managing Risk in Projects

a)       Identifying risk

b)       Quantifying risk

c)       Risk management strategies

9)       Procurement

a)       Contingency planning

b)       Alternative strategies

c)       Insurance

d)       Acceptance

10)    Quality Management and Strategic Intent

a)       Technological excellence and time-to-market

b)       Operational excellence and Six Sigma Quality

c)       Customer intimacy and the House of Quality

d)       Project integration management

11)    Day Two Closing Activities

a)       Workshop follow-up

b)       Course objective review

c)       Certificates of Completion

d)       Evaluation