Project Management: Executing Phase is designed for aspiring project managers, project team members and technical team members wanting to get more involved in project managing the implementation phase of a project.
This project management course is a follow-on course from Project Management: Planning, and is structured around the premise that all projects have a beginning, a middle and an end, and that all successful projects follow a standardised project management methodology.
Learn how to implement, monitor and control your projects using simple, repeatable project management processes guided by an easy to use project management methodology.
Supercharge your career, build on your project management skills and deliver the product of your project on time, under budget and to the absolute delight of your key stakeholders.
Become a successful and practical project manager by introducing my Practical Project Management Methodology today so that you can plan, implement and bring all your projects to a successful conclusion
In this project management course you will learn:
The project management course consists of:
See you on the inside…
Jeb Riordan, PMP
My mission is to 'Simplify the Complexity of Modern Project Management'.
This training program will provide you with all the skill, knowledge and tools to enable you to complete any size project on time, in budget and to the delight of your customer without the noise and complexity of modern project management
By the end of this section we will have reminded ourselves on the project management methodology we are using to manage and control the project activities. We will know what integration management is all about, how to manage stakeholders and how to control changes to scope, schedule and cost during the execution phase of our project
In this lecture we discuss the three layers of our project management methodology, Governance, Project and Production. We then determine the points in the project life cycle when mandatory milestone reviews and decision gate meetings are held
In this lecture we finally figure out what project integration management is all about. With initiating processes, closing processes and other process groups in between. And don't forget the Plan-Do-Check-Act cycle for continuous improvement
After this lecture you will understand that communication is the key to managing stakeholders needs and expectations
The Power/Interest Grid compliments the Stakeholder Influence Matrix and the Power Map to complete a full analysis of our stakeholders. After this lecture you will be able to complete the Power/Interest grid for your project.
After this lecture you will understand the need to control all changes to scope, schedule and cost. Without strict control of these three elements our project will fail
We review the key points in section 2: Project Integration Management
By the end of this section you will know the difference between scope control and scope verification, the importance of controlling scope creep and making sure we get paid for all the work we do
After completion of this lecture you will know the difference between scope control and scope verification. Also that both processes happen throughout the life cycle of the project
We review the key points in section 3: Scope Management
After completing this section you will understand that a highly competent and motivated team improves overall project performance and that SMART objectives really are smart
After this lecture you will understand that highly competent individuals make for highly motivated teams. And that team building exercises are not the only way to build a team
In this lecture we discus the various ways of overcoming “Murphy's Law” making sure the right resources are available at the right time without breaking the budget
In this lecture we discuss ways of optimising individual and team performance through regular feedback and formal performance appraisal
We review the key points in section 4: Resource Management
By the end of this section you will appreciate that schedule delays are the most prominent sign of a project in trouble.
So its important to dive deep and manage the schedule of every works package
After this lecture you will understand why maintaining the baseline schedule is not only necessary for contractual reasons but also because of the impact on cost and profitability.
We also discussed ways of getting back on track by de-scoping, crashing and fast-tracking the scope of work
We review the key points in section 5: Controlling Schedule
By the end of this section you will be able to track costs and monitor the real health of your project using Earned Value Analysis techniques
After this lecture you will appreciate the need to monitor costs at all times. Staying within budget, spending according to plan and all additional cost being covered by an approved change request
We review the key points in section 6: Project cost management
By the end of this section you will know how to plan your responses to potential risk events and be able to take control of the situation if ever a risk event actually happened
In this lecture we discus ways of eliminating or reducing the impact of potential risk events. And based on the Pareto Principle we make concrete do=able plans for the top 20% risk events
After this lecture you will not panic! You will not procrastinate. When a risk event actually happens you just execute the plan - without delay
We review the key points in section 7: Risk response planning and controlling risk when it appears on the horizon
By the end of this section you will know the difference between quality assurance and quality control; appreciate the need for independent quality audits and know how to check the quality of the product as well as the quality of the project
After this lecture you will understand the benefits of quality audits being performed by a specialist team outside of the project organisation
After this lecture you will know the difference between quality assurance and quality control. And that corrective action plans need to be implemented immediately a problem is identified
We review the key points in section 8: Project Quality Management
By the end of this section you will be able to select preferred suppliers through a three-step process of preparing the bid documents, sending out requests for quotations and finally selecting preferred suppliers using predefined selection criteria
In this lecture you will learn how to prepare document sets for inviting bids, sending out invitations and evaluate submissions
In this lecture we discuss the relationships between buyer and seller, and the major activities needed to manage the agreement between them
We review the key points in section 9: Procurement in the execution phase of a project
By the end of this section you will understand that project success may well depend on how well project team members communicate with each other and how well skate holders are kept informed of the status of the project at all times, good and bad…
After this lecture you will be able to collect, and distribute project data efficiently and effectively. And hopefully automatically, using proven templates from previous projects
By the end of this section you will appreciate that making sure the information needs of stakeholders are satisfied really improves the relationship between stakeholders and the project team
By the end of this lecture you will understand that forecasting future performance is more important than reporting on the past performance
We review the key points in section 10 : Project communications in the execution phase of a project
My name is Jeb Riordan and I've been a project manager for, well, too long.
Primarily in the telecommunications sector I have managed multi-million dollar projects in more than ten different countries, including, the UK, Australia, Thailand, Indonesia, Pakistan, Cambodia and the Caribbean.
I am a past member of the UK based Association for Project Management (APM) and the USA based Project Management Institute (PMI).
Although no longer a member of any professional institution I have maintained my PMI Project Management Professional Certification (PMP) status because it includes an element of continuing professional development (and it looks good on my resume!)
Oh, I also gained the Advanced Project Management Certificate from the International Institute for Learning. That was a long haul; simulating the NASA moon landing project.
Over the years, I have observed many projects failing because the project manager is overwhelmed with the need to adopt the latest fad in managing projects and managing people; losing sight of the real project objectives - On time, below budget and delighted stakeholders.
My mission is to simplify the complexity of modern project management by encouraging project managers, team members and stakeholders to focus on well proven, repeatable, solid practical project management processes making even the most complex of projects easy to monitor, control and complete successfully.