Date: 19 July 2011 - 21 July 2011
Course ID: 220/2011
Duration: 3 Days
Fee US $: 2500 US$
Venue: Dubai / UAE
Category: Project Management
This three-day workshop covers a variety of advanced topics that will help you improve your ability to satisfy your stakeholders’ success criteria. You will learn cost-effective techniques for quality improvement, the strengths and weaknesses of popular project scheduling software, and how to plan and facilitate an after-action review session.
In addition, you will learn how to apply the concepts of Organizational Competence in Project Management: a new, creative, and more flexible approach to the traditional concept of organizational project management maturity. The workshop also includes a module on project dynamics which explains how various aspects of a project interact in often unpredictable ways.
• Evaluate and improve the performance of an individual project
• Apply Six Sigma and Total Quality Management concepts to your project
• Assess corrective action using systems thinking concepts
• Facilitate project planning sessions and other meetings
• Conduct an effective After Action Review (lessons learned session)
• List the key assumptions of critical path calculations
• Explain why the critical path method almost always significantly underestimates the most likely project duration
• Apply DRAG ( Devaux’s Removed Activity Gauge) to reduce project duration
• Appraise your organization’s overall project management competence
• Analyze programs and other types of project portfolios for strategic fit
These programs are designed for individuals who have or expect to have responsibility for leading or managing a project, subproject, or project phase. Newcomers will learn new skills. More experienced managers will enhance their ability to apply what they already know.Daily Outlines:
The World of Project Management: other views from around the globe
Credentialing approaches: strengths and weaknesses
Organizational Competence in Project Management
The elements of organizational competence
Assessing your organization
Planning for improvements
Review of key concepts and definitions
Scheduling as an iterative process
Understanding “control” as a positive construct
Development of the Critical Path Method
Activity on Arrow diagramming
Emergence of Program Evaluation and Review Technique (PERT)
Activity on Node diagramming
Simplifying the network logic
CPM in Depth
Activity-based vs. resource-based critical paths
Critical chain: strengths and weaknesses
Addressing the Weaknesses of CPM
Monte Carlo analysis
Using Devaux’s Reduced Activity Gauge (DRAG) to shorten project duration
Quality Concepts in Project Management
ISO 9000 series and ISO 10006
Fundamentals of Six Sigma and TQM
Project Dynamics: the Law of Unintended Consequences
The project as a system: flows and feedback loops
Understanding Brooks’ Law
Ethics and culture
Understanding ethical choices: choosing when there are no good options
Managing across cultural divides
William Duncan - PMP
William R. Duncan is a principal of PMP, a US project management consulting firm. He currently serves as Director of Standards for the American Society for Advancement of Project Management, a position he has held since asapm was founded in 2000. Previously, he was Director of Standards for the Project Management Institute (PMI), Inc. (USA) from 1992-1998.
Mr. Duncan has over thirty years of management and consulting experience including five years with a major international consulting firm. He was the primary author of the 1994 and 1996 versions of A Guide to the Project Management Body of Knowledge, the most widely used project management standard in the world. In addition, his “process model” of project management was used to organize ISO 10006, Guidelines for quality in project management.
He continues to volunteer in support of the project management profession. Mr. Duncan is a member of the directorate for the Operational Level Coordination Initiative (OLCI) which includes representatives from major corporations, key academic institutions with project management degree programs, and all of the major professional associations. He recently developed the initial draft of Performance-Based Competency Standards for Project Managers for the Global Performance Based Standards for Project Management Personnel Initiative. He is also supporting the efforts of the International Project Management Association (IPMA) to upgrade its International Competency Baseline which is the foundation of IPMA’s Four Level Certification program.
Mr. Duncan has also worked as an expert witness on project management practices for a major USA firm. He speaks widely throughout the world on topics such as Organizational Competence in Project Management™, Project Dynamics: the Law of Unintended Consequences, Project Recovery, Project Portfolio Management, Project Risk Management, and Performance-Based Competency Standards.
He has helped clients in North America, Latin America, Europe, Middle East, and Asia improve their organizational competence in project management. Major clients include Allied Signal, Camp Dresser & McKee, Codelco, Entergy Corporation, First Data Resources, FT Interactive Data, Guangdong Development Bank, Investors Group, Liberty Mutual Insurance, Manitoba Telephone, Polaroid, PSM Russia, RSA Security, Schlumberger, Shenzhen Cyberway, Sybase, and Texas Instruments.
He is a 1970 graduate of Brown University, and has done post-graduate work at Boston University and Northeastern. Specific, recent two consulting engagements include:
• Development of a project manager competency model and career ladder for a large engineering consulting firm.
Facilitation of a project start-up workshop for a consumer products company. As a result of the workshop, the organization was able to cut nearly two months off the expected project duration — saving nearly $1,000,000.
** In the event of uncontrollable circumstances, we may have to change main lecturer(s) for reasons out of control but replacement will always meet global standards of PROJACS International.