Training & Exams

APMG International Project Planning and Control (TM) Foundation and Practitioner.

About This Course

Course Code
PPMPPCFP

Course Type
Performance Plus

Vendor
Project Planning and Control

Duration
5 Days

RRP
£1,629.00

Course Overview
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Overview

This five day event introduce delegates to effective project planning and control. 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. As a Practitioner, delegates will demonstrate their ability to interpret and apply the Foundation topics to various project scenarios.

All relevant course materials are provided, which includes the APM Planning, Scheduling, Monitoring and Control Manual and the APMG Project Planning & Control Foundation Examination.

Objectives

Delegates will learn and understand:

Course Outline

The course uses the unique multimedia case-studies and accelerated-learning techniques to ensure that theory is embedded and delegates feel confident in the practical application of learning points. 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.

The course will cover the following syllabus areas:

DEFINITION DE

Delegates are introduced to the world of projects with an emphasis on planning, monitoring and control.

Foundation


Practitioner


PLANNING PL

The following areas will be discussed:

Foundation


Practitioner


SCHEDULING SC

The following areas will be discussed:

Foundation

1. Critical path
2. Time analysis
3. Free float
4. Total float
5. Negative float
6. Lead
7. Lag
8. Time contingency
9. Buffer

1. Scheduling, and the outputs created
2. Network templates Fragnets
3. 'What Ifs' Scenario Planning
4. Schedule design
5. Critical path network
6. Time analysis

1. Relationships between the different densities of schedules on a typical project
2. Schedule detail density considerations and principles

1. Including 'typical contents'
2. Tender or 'Bid' schedule - plus 'typical contents'
3. Contract schedule
4. Baseline schedule
5. Summary schedule
6. Working or 'Forecast' schedule - plus 'typical contents'
7. Short and medium-term schedule
8. Procurement schedules
9. Design deliverables tracker

1. Hammock
2. Dummy tasks
3. Milestones
4. Identity numbers
5. Activity descriptions
6. Activity types
7. Activity steps
8. Time units
9. Calendars
10. Ordinal dates
11. Project, activity and resource coding

1. Monitoring float
2. Different methods of logic linking
3. Leads and lags
4. Activity constraints
5. Barcharts to display networks

1. Three point estimates
2. PERT Programme Evaluation Review Technique
3. Comparative
4. Benchmark data
5. Resource-dependent
6. Expert opinion

1. Horizontal and vertical integration of schedules
2. Buffers incl. advantages and limitations

1. Bar Charts Gantt Charts
2. Milestone reporting
3. Line of Balance
4. Time Chainage


Practitioner

1. Identification
2. Coding
3. Integration and impact analysis incl. internal and external integration
4. Impact resolution


MONITOR AND CONTROL MC

The following areas will be discussed:

Foundation

1. Budget at Completion - BAC
2. Planned Cost - PV
3. Earned Value - EV
4. Actual Cost - AC

1. Project baseline
2. Short-term planning
3. Cost control
4. Forensic Analysis
5. Record keeping

1. Risk Management Plan
2. Residual Risk
3. Risk Draw Down
4. Quantitative Schedule Risk Analysis QSRA
5. Quantitative Cost Risk Analysis QCRA
6. Sensitivity Analysis

1. Change Management together with the two levels of change to scope or delivery method
2. Changes
3. Change Order

1. Principles of project baselining
2. When to set the baseline
3. Links with change management
4. Cost Control
5. Cost Value Report

1. Baseline maintenance
2. Change management

1. Re-planning of the project
2. Re-programming of the project

1. Drop line method
2. Activity weeks method
3. Milestone monitoring ?
4. Cash Flow monitoring
5. Resource monitoring

1. Work Packages
2. Planning Packages
3. Management Reserve and Contingency
4. Risk Mitigations

1. Performance Measurement Baseline PMB
2. Estimate to Complete ETC
3. Estimated Final Cost EFC

1. 'Make ready needs'
2. Use of co-ordination meetings and performance reporting

1. Steps
2. Key Activities
3. Decisions

1. Appropriate uses
2. Advantages and disadvantages
3. Budget loading the schedule
4. Drawing S curves
5. Measuring Progress to Calculate Earned Value
6. Recording actual costs
7. Calculation of Variances and KPIs
8. Forecasting terminology

Practitioner

1. Its reliance on Monte Carlo analysis
2. The two elements of QSRA
3. Process - stages and their characteristics
4. Outputs Probability Charts and Tornado Charts

1. Process - stages and their characteristics
2. Outputs Cumulative Normal Distributions S-curves for cost impacts, Sensitivity Tornado Charts and QSRA Percentiles
3. Use of Sensitivity Analysis

1. As-Planned vs. As-Built Method AP v AB
2. Impacted As-Planned Method IAP
3. Collapsed As-built Method CAB or AS-built But For ABBF
4. Time Impact Analysis Method TIA

1. Drop line method
2. Activity Weeks method
3. Milestone monitoring
4. Cash Flow monitoring
5. Resource monitoring
6. Network Analysis and measurement of float usage

1. Curves showing Planned Value, Actual Cost and Earned Value, Cost and Schedule Variance
2. Cost and Schedule Variance Charts
3. Bulls Eye Performance Charts

1. Cost Variance CV
2. Schedule Variance SV
3. Schedule Performance Index SPI Cost Performance Index CPI

1. Estimate At Completion EAC
2. Estimate To Complete ETC Estimate Time To Complete ETTC

1. Change Request
2. Change Log
3. Monthly Change Report

1. Probability Charts
2. Tornado Chart
3. Quantitative Schedule Risk Analysis QSRA Chart Duration Uncertainty Tornado Chart

1. Whether specific activities undertaken to establish and maintain a Project Baseline are appropriate, with reasons
2. Whether Performance Reports are fit for purpose, with reasons

1. Drop line method
2. Activity Weeks method
3. Milestone monitoring
4. Cash Flow monitoring
5. Resource monitoring
6. Network Analysis and measurement of float usage

1. Change Request
2. Change Log
3. Monthly Change Report

1. Probability Charts
2. Tornado Chart
3. Quantitative Schedule Risk Analysis QSRA Chart
4. Duration Uncertainty Tornado Chart are appropriate and accurate.


APM / APMG - Project Planning & Control Examination

Key exam information:

Foundation


Practitioner


Throughout the Project Planning and Control course, delegates will be exposed to numerous examples of examination questions. We will undertake a number of exercises and 'question-and-answer' sessions that will help to consolidate the learning, thereby ensuring that delegates are more than adequately prepared for the exam.

Prerequisites

No prerequisites are necessary for attendance, although delegates would benefit from some experience and understanding of basic planning principles and terminology.

About This Course

Course Code
PPMPPCFP

Course Type
Performance Plus

Vendor
Project Planning and Control

Duration
5 Days

RRP
£1,629.00

Course Overview
Download