Project Management Training

		*Managing Value...Delivering Value* An interactive workshop in Managing and Delivering Value, consistent with the body of knowledge from the Project Management Institute®, featuring techniques proven in the workplace
Understanding where Value will come from your projects
Business Value Proposition Benefits & Risk Decisions Operations Concept		Making the business case: Get the “Project Balance” right: align business goals with project objectives. Phase project achievement where necessary. Determine how much risk must be taken to balance business need with project capability What are the Key Performance Indicators for project success? These are drawn from the business, not the project. How will project investment be recovered? These are the benefits. Estimate the impact of the major risks on the Project Balance. Make risk adjustments to the KPI's, the benefits, and the investment. Employ NPV and EVA analysis. Develop the Operations Concept for the tangible results of the project. Answer the question: How will end-users use the system; how will support staff maintain the system?
Estimate the Future...set the scope
WBS		From the project balance sheet, organiztional goals, related strategies, and desired operating concepts, develop the Work Breakdown Structure [WBS]. Your scope is embodied in the deliverables;
Program Events		Milestones of the major "program events" establish a relationship between value expected and value deliverable. Get the program events in place before any schedule networking
Budget & Value Earned		Budget your project. Determine what value will be earned as the project progresses. If it does not link to benefits and KPI, reconsider your value management factors.
Manage Value Delivery, Change, Risk, and Organizational Conflict; Solve Problems
Delivering value requires a measure of value earned Change in Projects Risk Management Organizational Impacts Solving Problems		Earn value as the project progresses. Different techniques apply when cost is most important or when time is most important. Evaluate your budget with an eye toward uncertainty; know whether you can finish for the resources provided. Things change; that’s the way it is in projects. What are techniques that can be applied? Projects cause change in the organization. How is change managed as a consequence of your project? Risk is uncertainty of outcome. Risk is probabilistic by its very nature. Consider quantitative and statistical techniques to improve your Risk Management Projects come and go; so do the teams that implement projects. What are the considerations for project organization and what are the practical impacts Tools for problem solving. The Kano Chart, the Pareto Chart, Decision trees, histograms, & fishbone charts
Finishing your Accomplishment
Close your Project		The nice thing about projects is that they end, or so the doctrine states. Does your project end, or evolve into operations? How has the body of knowledge you have generated been captured for your organization?