Project Management Receive up to 27.5 PDUs and 30 CPE Credits! for Results February 2–6, 2009 Washington, DC Learn How to Finish Your Project on Time, Within Budget and to the Customer’s Expectations Featuring Two Interactive Forums: Project Management for Results • • • • Describe the Difference Between Operations, Projects and Programs Understand the Project Life Cycle Identify Key Project Stakeholders and Create the Project Team Describe the Organizational Influences that May Affect Your Project Earned Value Management • • • Initiate, Plan, Execute and Close Out a Program Understand and Use EVM Tools and Techniques Forecast Final Program Costs and Scheduling Using EVM Methods Understand the Four Elements of Project Management: Project Initiation, Project Planning, Project Execution and Project Close Out www.PerformanceWeb.org www.PerformanceWeb.org Manage Project Risk and Recover Failing Projects Using This Step-by-Step Methodology Dear Project Managers: Managing projects with financial efficiency, on schedule, and reasonably within cost is no easy task. Being able to build a solid foundation of project management techniques and tools is vital to project success. Overcoming poor project planning, faulty definition of project scope and lack of transparency on project performance increases the chances of significant project risks. In order to address these challenges, skilled project managers are needed to help bring project costs and timing within an acceptable level. This interactive training will cover the entire project life cycle and allow you to return to work with the knowledge and tools you need to get your projects started right and completed effectively. Project Management for Results Specifically aligned with the Project Management Institute’s (PMI) framework, this training is designed to focus on the practical application of concepts and real life situations. You will use hands-on activities and exercises to successfully bring a project from initiation to execution. The skills learned at Project Management for Results will help you better understand how to manage a project from start to finish and how to accelerate your own career. Earned Value Management Not allowing your project to control you can prove to be a very difficult task. Learn to be proactive in its monitoring and control by using Earned Value to promote effective project planning, supervision and control. This training will help you identify potential cost and schedule overruns and grasp the tools and techniques required to compare actual work accomplished against baseline schedules and cost. Discover what must be done to effectively implement and use Earned Value Management in your organization today. The Latest Methodologies in Project Management Get caught up to speed and find out what the latest methodologies in project management are according to the PMBOK®. Gain the knowledge of how to successfully describe the differences between operations, projects and programs. You will walk away from this training able to define roles, review the necessary skills of project managers and identify possible competency gaps, ultimately increasing your capabilities as a project manager. What You Will Learn: • Acquire the Skills to Define and Plan Projects • Use Hands-on Activities and Exercises to Successfully Bring a Project from Initiation to Execution • Break Project Work Down into Meaningful Tasks • Develop Project Performance Measurement and Reporting Standards • Understand Critical Factors for Reclaiming Troubled Projects • Develop an Integrated EVM System Who Should Attend? • • • • • • • • Project Mangers Portfolio Managers Program Managers PMPs Project Support Staff Acquisition and Procurement Officials IT Architects CAPMs I invite you to join us at The Performance Institute’s Project Management for Results, from February 2-6, 2009, in Arlington, VA. Register today by calling (703) 894-0481 or visiting us online at www.PerformanceWeb.org. Regards, Michael A. Ford. Director Center for Project Management www.PerformanceWeb.org Keep Your Projects on Target to Achieve Cost, Schedule and Performance Goals Day One Agenda: February 2, 2009 8:00 Registration & Continental Breakfast 1:00 Project Initiation Phase 9:00 Introduction to Project Management: The Latest Methodologies in Project Management According to the PMBOK • Describe the differences between operations, projects and programs • Understand key organizational influences that may affect a project • Define roles, develop necessary skills and identify competency gaps 10:00 Review the Terminology: Understand Key Concepts and Terms for Enhanced Project Performance • Review key project management terminology as it relates to the PMBOK and project management methodology • Distinguish between the various roles and responsibilities of project stakeholders • Learn key stakeholder techniques for the first customer/sponsor meeting • Develop strategies for defining what information is needed from the sponsor and how to get it • Identify and describe project requirements in clear and understandable terms 2:00 Project Organization Phase • Define roles and develop necessary skills to effectively deliver on planned objectives • Align your project team requirements with current organizational structures and government standards • Create and use a skills inventory matrix 3:00 Create the Project Charter • Review criteria to determine exactly what is needed in the project charter documents • Develop best in class techniques for executing a project charter with full sponsor’s approval 11:00 Develop Project Management Skills for Success • Utilize various methods to enhance project team building • Understand the key organizational influences that may affect a project 12:00 Lunch Break 4:00 Adjourn “The real life examples used by the instructor helped my understand all of the course materials presented” Monica Sharta, IADB www.PerformanceWeb.org Acquire the Skills to Define and Plan Major Projects Day Two Agenda: February 3, 2009 8:30 Continental Breakfast 1:00 Define Project Estimates • Understand and identify the components of a project description document • Develop techniques to clarify major deliverables • Understand the difference between cost estimating and cost budgeting • Discover the difference between a contingency reserve and a management reserve • Develop an “expected value” process to create a defensible contingency reserve 10:00 2:00 Develop a Work Breakdown Structure Analyze the Network Diagram • Describe the purpose of a Work Breakdown Structure (WBS) • Understand and use two techniques for creating a WBS • Learn to incorporate project stakeholders • Monitor project timing and resources and manage the links between them • Obtain information to resolve project and program problems and make decisions • Minimize and establish realistic project duration while maintaining overall cost and design requirements 9:00 Key Techniques for Defining a Project 11:00 Construct a Preliminary Schedule and Network Diagram • Create a network diagram and identify the critical path • Identify early and late schedules and manage resources • Produce a preliminary GANTT chart 12:00 Lunch Break 3:00 Manage Project Progress: Integrate the Gantt Chart • Graphically document, manage, and monitor project progress to effectively minimize setbacks • Maintain project scope and take remedial action to get projects back on course • Determine resources needed and manage dependencies between tasks 4:00 Adjourn “The hands on labs and exercises were one of the many strong points of this training” Jeff Shimizu, Drummond Company www.PerformanceWeb.org Understand the Project Manager’s Role in Team Development Day Three Agenda: February 4, 2009 8:30 Continental Breakfast 9:00 Utilize and Load Organizational Resources • Maintain and assign people, facility and equipment resources accordingly • Understand the difference between generic and specific level resources • Learn to actively adjust loads and variable expenses 10:00 Create the Project Budget • Identify your costs and develop your own project budgeting process • Create a baseline used to determine whether the project is on track • Learn to include unconventional items such as meetings and license fees 1:00 Collect and Analyze Project Status • List the types of information that should be collected at each status period • Describe the issues related to project tracking • Understand the difference between qualitative and quantitative data and why both are necessary 2:00 Report Project Status Phase • Describe the purpose for reporting project status and the six qualities of a well-written variance analysis report • Hear the types of content that can be included in a status report • Understand the value and uses of regular team meetings 3:00 Project Closeout Phase 11:00 Optimize the Project Plan • Describe the optimizing purpose and create a process plan • Develop key strategies for optimizing the project plan • Learn to manage project status and anticipate problems • Name the three steps to closing out a project and the several choices for project close-out activities • Learn the purpose of conducting a project close-out review • Create a project file for future performance reviews 4:00 Adjourn 12:00 Lunch Break “Logical and easy to follow presentation. The exercises were to the point” Tom Walsh, True MFG www.PerformanceWeb.org Utilize Best-Practice Strategies for Breaking Project Work Down into Meaningful Tasks Day Four Agenda: February 5, 2009 Earned Value Management 8:30 Registration and Continental Breakfast 9:00 Updates on the Latest Earned Value Management Mandates and Guidance in Government • Receive updates on EVM mandates including OMB and Exhibit 300 requirements • Explore agency specific changes in policy and standards for EVMS • Meet EVM reporting requirements, reduce costs and harness EVM information to better manage projects 10:00 Introduction and Overview to Earned Value Management (EVM): Methodologies, Tools and Terminology • Learn the background and history of EVM • Understand how EVM differs from traditional project management • Define the principles of EVM across various organizational functions 12:00 Lunch Break 1:00 Develop the EVM Organization • Create continuous improvement methods by sharing project lessons learned, metrics and best practices • Incorporate the Statement of Work (SOW) as a scope communication tool • Utilize the Work Breakdown Structure (WBS) as a management control tool 2:00 Assess the Program Organization Structure and Defining Organizational Elements • Establish and differentiate between the WBS vs. Organization Breakdown Structure • Control accounts and Control Account Managers (CAM) 4:00 Adjourn Project Management On-Site Training One of the more popular vehicles for accessing the Institute’s Project Management education programs has been on-site delivery of training. On-site training allows you to select course content that directly relates to your team’s needs. More importantly, the Institute’s on-site training courses draw examples from your organization or agency and typically use a “case study” project that can be used as an actual work product for your team later on. Institute training managers stand ready to help define your needs and craft a customized in-house training program for you and your team. In-House Training Topics Include: • Project Management for Results • Earned Value Management • IT Project Management • Managing Project Risk • Project Management for Procurement • PMP® Exam Prep For more information about inhouse training options, contact Mark Bryan at 703-894-0481 or [email protected]. www.PerformanceWeb.org Develop Effective Techniques for Effective Project Planning Day Five Agenda: February 6, 2009 8:30 1:00 Registration and Continental Breakfast Maintain Proper Analysis and Management Reporting Practices 9:00 • Understand the difference between work accomplished and work planned • Assess project schedule outcomes in relation to project scope • Develop an efficiency rating tool using work accomplished and resources expended Establish EVM Planning, Scheduling and Budgeting Measurement Baselines • Learn standard EVM terminology • Create work packages and planning packages for tracking progress and adapting to unplanned obstacles • Develop a program schedule and action plan and decide on goals that align to the operating budget 11:00 Develop a Budget Allocation and Resource Management Plan • Establish the Performance Measurement Baseline (PMB) and apply performancebased incentives • Create clear practices for sanctioning all project work through work authorization • Rescue programs that are over budget and beyond scope 2:00 Master Project Improvement through Revisions and Maintenance • Advance changes in agency business requirements with periodic revisions to policies, standards and guidelines • Convert planning packages to work packages • Learn how to rebaseline for failing and troubled projects Key Methodologies Covered The project management process described in this course is intended to enable the project manager to produce the project deliverables in the least amount of time, for the lowest cost and with the highest quality. Developed from the Project Management Body of Knowledge (PMBOK) written by PMI, this course teaches to develop specified goals, objectives and deliverables to project managers and prepares for controlling the elements of the project. 4:00 Adjourn 12:00 Lunch Break www.PerformanceWeb.org Exhibiting & Sponsorship: To learn more about exhibiting and sponsorships at 2009 Project Management for Results please contact Kwami Attipoe at 703-894-0920 or email him at [email protected]. Registration Venue & Hotel Project Management for Results will be held at the Performance Institute’s Training Center in Arlington, VA. A continental breakfast will be provided each morning. Conference Address: The Performance Institute 1515 N. Courthouse Rd. Suite 600 Arlington, VA 22201 A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by Marriott at the prevailing rate of $209.00 until January 5, 2009. Please call the hotel directly and reference code “Project Management Training” when making reservations to get the discounted rate. The hotel is conveniently located three blocks from the Rosslyn Metro station. Please ask the hotel about a complimentary shuttle that is also available for your convenience. Arlington Rosslyn Courtyard by Marriott 1533 Clarendon Blvd. Arlington, VA 22209 Phone: 703-528-2222 www.courtyardarlingtonrosslyn.com Tuition & Group Discounts Early Bird Rate Regular Rate Project Management for Results $1499 $1699 Earned Value Management $1099 $1299 Both $2499 $2899 For more information on group discounts for Project Management for Results Training please contact David Yerks at 858-874-6876 or email him at [email protected]. 1. 2. 3. 4. Online At www.PerformanceWeb.org Via Fax To 703-894-0482 Via Phone To 703-894-0920 Via Mail To 1515 N. Courthouse Road, Sixth Floor Arlington, Va 22201 ❑ Yes! Register me for Project Management for Results ❑ Yes! Register me for Earned Value Management ❑ Please call me. I am interested in a special Group Discount for my team Delegate Information Name Title Office Organization Address City State Telephone Fax Zip PDUs PMI Registered Education Provider PDUs: Earn up to 27.5 for both trainings combined ® The Performance Institute has been reviewed and approved as a provider of project management training by the Project Management Institute. As a PMI Registered Education Provider (R.E.P), The Performance Institute has agreed to abide by PMI established quality assurance criteria. “PMI” and the PMI logo are service and trademarks registered in the United States and other nations; “PMP” is a certification mark registered in the United States and other nations; “PMBOK” and “CAPM” are trademarks registered in the United States and other nations by the Project Management Institute, Inc., which is not affiliated with The Performance Institute. CPE Credits Delivery Method: Group-live Program Level: Beginner Prerequisites: None Advanced Preparation: None CPE Credits: 30 The Performance Institute is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Website: www.nasba.org Email Payment Information Training Form/Purchase Order Check (accepted by mail only) Credit Card Credit Card Number Expiration Date Name on Card Card Verification Number Billing Address Please make checks payable to: The Performance Institute Note: Payment must be secured prior to the conference. If payment is not received by the conference start date, a method of payment must be presented at the time of registration in order to guarantee your participation at the event. Priority Code: T323-WEB Cancellations and Quality Assurance The Performance Institute strives to provide you with the most productive and effective educational experience possible. If after completing the course you feel there is some way we can improve, please write your comments on the evaluation form provided upon your arrival. Should you feel dissatisfied with your learning experience and wish to request a credit or refund, please submit it in writing no later than 10 business days after the end of the training to: Tara Shuert, VP of Education Services, The America Strategic Management Institute, 1515 N. Courthouse Road, Suite 600, Arlington, VA 22201. We will evaluate individual complaints in a context of collective comments from the event. Note: A $150 service fee will be charged on cancellations received less than four weeks from the date of the event. A credit memo will also be sent reflective of that amount, which can be used for a future conference. If you do not cancel your registration before the day of the event, you will be charged for the full conference amount. As speakers are confirmed six months before the event, some speaker changes or topic changes may occur in the program. The Performance Institute is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program. If for any reason The Performance Institute decides to cancel this conference, PI accepts no responsibility for covering airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests.