Congratulations you have gained the foundation level Project Planning and Control qualification. This event will now enable you to demonstrate a deeper understanding of Project Planning and Control and apply the tools and techniques to work successfully in a project environment. As these planning, and control skills are critical aspects of project management. When implemented effectively, lead to increased project success.

This event consolidates and expands on effective project planning and control taught in the Foundation Course. Effective planning and control requires an understanding of a clear project definition, supported by a robust approach to planning the project. This, in turn requires the selection and use of appropriate scheduling techniques which are supported by rigorous monitoring for effective proactive control. A sound basis for effective record keeping will facilitate the understanding of lessons learned which supports continuous improvement, thus adding value to organisational aspirations and objectives.

By the end of this course you will be able to, understand the key techniques, principles and terminology within Project Planning & Control. :

Specifically, the candidate should be able to use, interpret or assess: :

  • The approaches and key products used to gain a clear definition of a project
  • The approaches and techniques used to plan and close a project 
  • The scheduling techniques and appropriate presentation of the outputs 
  • The management of risk in the planning, execution and evaluation of a project
  • The practices and data used for rigorous monitoring to enable proactive control of the project.

Delegates will be provided with a copy of the APM Planning, Scheduling, Monitoring and Control Manual. Delegates need to bring this book with them to the course, please read this book and be familiar with the contents in advance.

The purpose of the Practitioner qualification is to confirm whether the candidate has achieved sufficient understanding of the theory and application of the tools and techniques to allow them to work successfully in a Project Support team environment. They should be capable of applying and assessing the tools and techniques independently but will have a team around them and advice and support available as required. A successful Practitioner candidate should, with suitable direction, be able to start applying the method to a real project but may not be sufficiently skilled to do this appropriately for all situations. 

The course will cover the following syllabus areas:

Definition

Delegates are introduced to the world of projects and capital expenditure. 

  • Factors to consider to ensure the Works Information and Statements of Work are fit for purpose
  • Key elements needed for effective project planning
  • The need for effective stakeholder management

Planning

  • Determine activities, outputs and roles involved in the development and maintenance of the plans required throughout the life of the project
  • Determine when top-down, bottom-up and rolling-wave approaches to planning should be adopted and the outputs of each
  • Interpret ‘S’ curves and identify planning strategies to work out how best to deliver the project
  • Identify appropriate project information for inclusion in the project’s and apply the guidance to its creation:

         - Product Breakdown Structure (PBS) 
         - Work Breakdown Structure (WBS) 
         - Organisational Breakdown Structure (OBS)
         - Cost Breakdown Structure (CBS)
         - Resource Breakdown Structure (RBS)

  • Identify appropriate project information for inclusion in the project’s WBS Dictionary and apply the guidance to its creation
  • Identify appropriate project information for inclusion in the project’s Responsibility Assignment Matrix (RAM) and RACI Matrix and apply the guidance to their creation
  • Identify the project interfaces that need to be monitored and controlled during the life of the project, together with their scope
  • Determine the appropriate approaches for producing project estimates
  • Whether specific activities/ strategies/techniques associated with the development and maintenance of the plans required throughout the life of the project have been applied appropriately, with reasons, effective and if its fit for purpose
  • Whether a chosen delivery strategy for the project is appropriate, with reasons
  • Whether a chosen planning strategy for the project is likely to be effective, with reasons
  • Whether the project interfaces that need to be monitored and
  • Whether selected estimate techniques/methodologies for the project are appropriate, with reasons

Scheduling

  • Advantages and disadvantages of Target Schedules
  • Steps in the process of resourcing the schedule
  • Need to manage project interfaces and the activities necessary to implement the four key stages of dependency management.
  • Identify and apply the activities involved in the development and maintenance of the project schedule.
  • Identify the types and required densities (levels) of the schedule(s) required by the project and the types of information that may be included in those schedules
  • Determine which elements of schedule design should be included in the project schedule a how they should be used

Monitor and Control

  • The use of Earned Value Techniques (EVT) and the advantages/limitations of Earned Value Analysis
  • Outputs of a project level change control process including the information required (incl. Change Requests, Change Log, Change 
  • Orders and Change Reporting Requirements)
  • Purpose of Risk Management together with the ways of drawing down risk budget
  • Purpose and key elements of Quantitative Schedule Risk Analysis (QSRA)
  • Purpose and steps of Monte Carlo analysis.
  • Purpose and key elements of Quantitative Cost Risk Analysis (QCRA), together with:
  • Purpose and methods of Forensic Analysis.
  • Requirements, Advantages, Disadvantages and where it can be used together with other relevant considerations
  • Be able to apply key concepts relating to the Monitoring and Control of a project within a given scenario. Specifically to identify and apply activities involved in the development and maintenance of the project baseline, together with the application of the rules
  • Determine the most appropriate methods of reporting the performance of the project and what project information should be included in the performance reports produced
  • Interpret the outputs of methods of reporting performance.
  • Determine the status of the project and identify the likely causes of the reported performance
  • Perform Earned Value calculations and determine the status of the project and identify the likely causes of the reported performance
  • Determine the most appropriate Earned Value Technique (EVT) for application during the project to produce project forecasts.
  • Identify and apply activities involved in the application of an appropriate short-term planning process for the project
  • Identify appropriate use and information for inclusion in the various reports
  • Identify activities involved in the application of an appropriate change control process for the project
  • Risk Assessment, the use of the Risk Assessment Matrix, Risk Log and the planning and controlling of the funds for managing risk
  • Interpret the results of the project’s Quantitative Schedule Risk Analysis (QSRA) and charted
  • Purpose and steps of Monte Carlo analysis, including distribution types
  • Interpret the results of the project’s Quantitative Cost Risk Analysis (QCRA) and Cost Impact Severity Tornado Chart
  • Identify and apply methods Forensic Analysis and Delay and Disruption Analysis
  • Be able to identify, analyse and distinguish between the appropriate and inappropriate use of key concepts relating to the Monitoring and Control of a project within a given project scenario. 
  • Whether methods of reporting the project’s performance are applied appropriately and whether their outputs are fit for purpose. forecasts have been interpreted correctly: to determine the status of the project and the likely causes of the reported performance
  • Whether the use of specific Risk Assessment Change Management activities are appropriate, with reasons
  • Whether the, the use of the Risk Assessment Matrix, Risk Log and planning and controlling of the funds for managing risk are appropriate, with reasons

To attend this course you will need to have attended and successfully passed the Foundation examination. Delegates are required to provide proof of passing the Foundation examination. 

Additional evening work will be required in the form of consolidation reading and mock examination questions. The evening work is an integral part of the course and delegates should expect to spend approximately two hours on these activities each evening. The evening work is aimed at helping effective preparation for the examination.

Accreditation

This course is accredited by the APMG.