Advanced Project Management Program Outline Syllabus

OPEN 2012 - 2013 PROGRAM - HOUSTON Area ONLY (International is Abbreviated)

Program Starts with APM 1 on 22 May 2012

I. PROJECT PLANNING and ORGANIZING: (Four Sessions)

INTRODUCTION to the ADVANCED PROJECT MANAGEMENT PROGRAM
Session 1
  • Reading Topics in Participant Handbook - Discussion
  • How to Analyze Cases
  • Case Studies in Project Management - p.01 only
  • Understanding Project Failure
  • Learning by the Case Method (in Management Education - HBS Pub)
  • Project Management History - A History Leading Up to PM (AllenWeb page)
  • Early History of Innovation and Technology (AllenWeb page)
  • Plan for Re-engineering (AllenWeb page)
  • Instructor's Opening Remarks
  • Presentation of the Case Method (PPT)
  • Discussion of Program Contents and Objectives
  • Participant Activity
  • Project Maturity Exercise - How does your company stack up, confidentially?
  • Dr. Kerzner's 16 Points for Measuring Project Maturity - Discussion and relation to
    course.
Special Focus
  • Discussion of Project Failure and the method we will use for project discussions.
  • Presentation of Project Failure Matrices - Matrix Diagrams and Approach
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 1 Cases PowerPoint)
  • "The Benfield Column Repair Project"- p.5-14
  • "Winning the Sydney to Hobart"- p.17-27
Cases in Construction Nightmares: Group Discussion
  • The Foolproof Construction Contract (an attempt to Write a No-Extra Contract)
  • Points of Law (Who Pays for the Extra Work?)
Session 1 Maturity Points:
  • Adopt a project management methodology and use it consistently.
  • Implement a philosophy that drives the company toward project management maturity and
    communicate it to everyone.
  • Commit to developing effective plans at the beginning of each project.
  • Focus on identifying and solving problems early, quickly, and cost effectively.

PROJECT VIABILITY, SCREENING and STRATEGIES for STARTING UP PROJECTS
Session 2
Reading Topics in Participant Handbook - Discussion
  • The Birthing of Projects: Project Viability and Due Diligence - p.1-9
  • Screening Potential Projects - p.10-14
  • Examples of Factors Impacting Projects - p.15
  • Milestone Identification and Usage - p.16-22
  • Assumptions: Examples of the Most Common - p.23-25
  • Critical Assumptions Matrix for Planning, Control and Monitoring - p.26-27
  • Resources: WBS, CTR, Task Rollups - p.28-30
  • Issues for Enterprises Working on Projects - p.31-32
  • Strategies for Successful Project Start-Up - p.33-42
  • Capital Budgeting Review for Project Analyses - p.43-49
  • Project Planning and Feasibility Analysis (AllenWeb page)
Software for Project Management, Risk Analysis and Project Finance (AllenWeb page)
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 2 Cases Powerpoint)
  • "Kodak's New Focus"- p.29-37
  • "Managing Kuwait Oil Fields Reconstruction Projects"- p.39-47
  • "Total Quality Management and Project Management"- p.549-560
  • "How to Build a Low-Cost Black Box: Practical Tips for Owners" - (humorous exercise)
Cases in Construction Nightmares: Group Discussion
  • ABC Warehouse I (A Construction Defect)
  • Points of Law (Allen Gets a Cracked Slab)
  • ABC Warehouse II (Winding Up the Job)
  • Points of Law (Job Close-Out)
  • ABC Warehouse III (A Maintenance Failure)
  • Points of Law (Plugged Roof Drains)
Session 2 Maturity Points:
  • Adopt a project management methodology and use it consistently.
  • Implement a philosophy that drives the company toward project management maturity and
    communicate it to everyone.
  • Commit to developing effective plans at the beginning of each project.
  • Focus on deliverables rather than resources.
  • Focus on identifying and solving problems early, quickly, and cost effectively.

PROJECT DEFINITION, SCOPE METHODOLOGIES, SYSTEMATIC PLANNING & ALIGNMENT
Session 3
Reading Topics in Participant Handbook - Discussion
  • Project Definition and Scope - p.01-16
  • Scope Methodologies - p.17-34
  • Lessons Learned in Scope Definition and Writing - p.35
  • Scope and Team Initiation - p.36-37
  • Requirements Analysis: Standards and Specifications - p.38-45
  • Quick Overview for Project Planning - p.46-49
  • Planning by Core Processes - p.50-55
  • Planning Tools and Plans (partial) List - p.56
  • Planning for Negotiations - p.57-62
  • Project Integration Planning for Complex Technology Projects - p.63-64
  • Guidelines for Writing Project Plans - p.65-66
  • Lessons Learned in Planning - p.67-71
  • Alignment: Project Alignment and Work Process Alignment - p.72-82
  • Lessons Learned from Failed Alignments - p.83
  • Some Good Project Execution Principles - p.84-85
  • The Firm - The "Squatters" Process (courtesy ADP Marshall)
  • Project Execution Plan and Project Procedures Manual (examples courtesy Fluor
    Corp.)
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 3 Cases PowerPoint)
  • "Taxol: An Example of "Fast-Track" Drug Development"- p.205-214
  • "Boeing Spares Distribution Center: A World-Class Facility Achieved through Partnering"- p.
    505-520
Cases in Construction Nightmares: Group Discussion
  • The Tulare Job (A Costly Labor Relations Problem. A Disastrous Subcontract)
  • Points of Law (Problems With Labor Relations)
  • ABC Warehouse IV (The Mysterious Retaining Wall Collapse)
  • Points of Law (Retaining Wall Collapse)
  • ABC Warehouse V (Earthquake Damage or Latent Defect?)
  • Points of Law (Glulam Beam Failure)
Session 3 Maturity Points:
  • Adopt a project management methodology and use it consistently.
  • Implement a philosophy that drives the company toward project management maturity and
    communicate it to everyone.
  • Commit to developing effective plans at the beginning of each project.
  • Minimize scope changes by committing to realistic objectives.
  • Focus on deliverables rather than resources.

ORGANIZATIONAL DESIGN, FAST TRACK, QUALITY and CONTRACTING STRATEGIES
Session 4
  • Reading Topics in Participant Handbook - Discussion
  • Planning by Facilitating Processes - p.1-5
  • Team Norms - p.6-7
  • Organizational Structuring - Pros and Cons of Matrix Organizations - p.8
  • Lessons Learned in Team Planning - p.9-12
  • Fast Track Development Methodologies - p.13-15
  • Lessons Learned in Fast Track - Overlapping Phases - p.16-20
  • Quality Management Tools - p.21-27
  • Quality in Software Analysis & Design - p.28-33
  • Why Many Software and Systems Projects Fail - p.34
  • Contracting Strategies and Pitfalls - p.35-48
  • Contract Control - p.49-53
  • Lessons Learned in Contracted Projects - p.54
  • Workforce Skills for Success - p.55-62
  • The Human Side of Project Management (MGMT 676 Powerpoint Excerpts from Book)
  • The Project Executive and Project Teams in Automation Projects (AllenWeb page)
  • Plan to Succeed in ERP Implementation (AllenWeb page)
  • Presentation of Risks Variances in Contracts
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 4 Cases Powerpoint)
  • "Learning the Lessons of Apollo 13"- p.199-204
  • "Quality Management Works"- p.249-258
  • "Destroying the Old Hierarchies"- p.259-264
  • "Saturn's Vision for Program Management: A Different Kind of Approach"- p.265-278
Cases in Construction Nightmares: Group Discussion
  • The Joint Venture (A Bonded Roofing Contract)
  • Points of Law (Choose Your Joint Venturer More Carefully Than Your Spouse)
  • Shangri-La Gardens (The Short Life of Eternal Waterproofing)
  • Points of Law (Intentional Misconduct)
  • ABC Warehouse VI (The Pressure Regulator Ordered by the Building Inspector)
  • Points of Law (Who Pays for the Pressure Regulator?)
Session 4 Maturity Points:
  • Adopt a project management methodology and use it consistently.
  • Implement a philosophy that drives the company toward project management maturity and
    communicate it to everyone.
  • Commit to developing effective plans at the beginning of each project.
  • Strengthen involvement and support of line management.
  • Institute an all-employee training program with periodic updates based on documented
    lessons learned.


II. PROJECT LEADERSHIP and INTEGRATION: (Three Sessions)

POWER, INFLUENCE and LEADERSHIP: DIRECTING and MOTIVATING for SUCCESS
and
MANAGING the CHALLENGES in INTERNATIONAL & DIVERSE CROSS-CULTURAL PROJECTS
Session 5
  • Reading Topics in Participant Handbook - Discussion
  • Power, Influence and Leadership - p.1-13
  • Decision Matrix Procedure - p.14
  • Leading Change by Involving the Team - p.15-16
  • Principle of 'No Surprises' - p.17
  • Leadership Style - A Matter of Establishing a Level of Trust - p.18-20
  • The Executing Processes - p21-25
  • Leadership Roles in Project Management - p.26
  • Lessons Learned in Leadership - p.27-28
  • Project Leadership & Communications Skills of Effective Int'l PMs - p.29-31
  • Negotiation Techniques that Work - p.32-44
  • The Language of Negotiations - p.45-48
  • International Negotiations - p.49-58
  • Diversity and Cross-cultural Projects - p.59-63
  • Alignment Process (Powerpoint - Courtesy Fluor Daniel)
  • Leadership Overview (MGMT 676 Powerpoint)
  • Leadership & Communications (MGMT 676 Powerpoint)
  • ERP Project Management Basics & The Human Problem in Automation (AllenWeb
    page)
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 5 Cases PowerPoint)
  • "Libya: Redefining Challenge"- p.125-132
  • "Privatization in Patagonia: The Selling of Argentina's Largest HE Plant"- p.215-225
  • "Real-World Challenges to Multi-nat'l Project Team: Building a Manufacturing Facility in
    India"- p.543-548
  • "Using PM to Create an Entrepreneurial Environment in Czechoslovakia"- p.279-287
Cases in Construction Nightmares: Group Discussion
  • Davren Effingwell dba Economy Home Improvement Company I (Who Protects the Owner?
    Conflicts of Interest).
  • Points of Law (The Dangers of Contracting With a Friend)
  • ABC Warehouse VII (Faulty Contractor Selection and Contract Administration)
  • Points of Law (Allen Hires His High School Buddy)
  • Davren Effingwell dba Economy Home Improvement Company II (Cleaning Up the Mess).
  • Points of Law (The Aftermath)
Session 5 Maturity Points:
  • Select the right person as the project manager.
  • Cultivate effective communication, cooperation, and trust to achieve rapid project
    management maturity.
  • Share recognition for project success with the entire project team and line management.

INTERPERSONAL DYNAMICS and LEADING with INTENSIVE COMMUNICATIONS
Session 6
  • Reading Topics in Participant Handbook - Discussion
  • Leading with Intensive Communication - p.1-7
  • Managing Change in Keeping the Project Team Informed - p.8-9
  • Presentations: "General's Brief" and the "Elevator Speech" - p.10-11
  • Different Communications Mediums - p.12-14
  • Presentations as Communications - WIIFM? - p.15-30
  • Meetings - p.31-35
  • Status Report Guidelines - p.36-39
  • Electronic Mail (E-Mail): Features and Guidelines - p.40-41
  • Lessons Learned in Communications - p.42-43
  • The PASS - Project Alignment & Solutions Session - p.44
  • Communicating Through the Media in a Crisis - p.45-50
  • Project Management Requirements in a Changing Market (Workshop paper)
  • Is Project Management Certification Worth It? (A research note by others)
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 6 Cases PowerPoint)
  • "Communication Strategies ….: The LA Metro "- p.189-198
  • "Communicating Constraints: Schedule Baseline & Recovery Measures …"- p.467-477
  • "Can We Talk?: Communications Management for the Waste…Plant, …"- p.479-491
  • "Communicating Risk Management in Municipal Government Projects: …"- p.85-98
Cases in Construction Nightmares: Group Discussion
  • ABC Warehouse VIII (Shop Drawings Procedure)
  • Points of Law (Shop Drawings, Changes, Claims, and Dispute Resolution)
  • Venture Tower (Responsibility for Window Wall Leaking
  • Points of Law (Fraudulent Shop Drawings)
  • Psi Creativity Center I (The Design and Bidding Phase)
  • Points of Law (A Difficult Client for an Architect)
Session 6 Maturity Points:
  • Provide executives with project sponsor information, not project management information.
  • Cultivate effective communication, cooperation, and trust to achieve rapid project
    management maturity.
  • Share recognition for project success with the entire project team and line management.
  • Eliminate non-productive meetings.
  • Use project management software as a tool - not as a substitute for interpersonal skills.

MULTI-PROJECT PORTFOLIO MANAGEMENT and VISUAL COMMUNICATIONS GRAPHICS
Session 7
  • Reading Topics in Participant Handbook - Discussion
  • Multi-project Portfolio Management - p.1-9
  • Visual Communications and Graphics Systems - p.10
  • Graphics for International multi-language projects (courtesy of Eric Jenette)
  • Graphics for planning - CAM and major milestones S/W (Milestone)
  • Graphics for scheduling - various project scheduling S/W (MS, others)
  • Graphics for decision making using decision trees - S/W (Precision Tree)
  • Qualitative Screening Tools - Paul's "Screening" spreadsheets (Excel)
  • Graphics for risk analysis: tornado, spider, sensitivity - S/W (Decision Tools)
  • Graphics for project finance - S/W (Promoter)
  • Graphics for major presentation of decisions - S/W (Decision Pro)
  • Graphics for decision point mapping - techniques to apply
  • Graphics for contingency mapping - techniques to apply
  • Graphics for interface management using 'shared' milestones - techniques to apply
  • Graphics for risk analysis - @Risk, @Risk for Project techniques
  • Summation of the Decision Support Package in Project Development
  • Presentation on graphics and software applications for communicating with senior
    management - Project particulars, risk assessments, decision points, contingencies
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 7 Cases PowerPoint)
  • "Organization and Management of Multi-Org. Single Responsibility Project"- p.561-569
  • "R&D in the Insurance Industry: PM Makes the Difference"- p.143-156
  • "Implementing Integrated Product Development: Bosma Machine and Tool"- p.157-167
  • "How ICL Used PM Techniques to Introduce a New Product Range"- p.169-183
Cases in Construction Nightmares: Group Discussion
  • Psi Creativity Center II (The Construction Period)
  • Points of Law (Quagmire Employs His Patient as a Contractor)
  • ABC Warehouse IX (Owner Nominated Subcontractor)
  • Points of Law (Allen Helps His Brother-in-Law)
  • ABC Warehouse X (Owner's Separate Contractor)
  • Points of Law (Allen Hires a Decorator)
Session 7 Maturity Points:
  • Provide executives with project sponsor information, not project management information.
  • Cultivate effective communication, cooperation, and trust to achieve rapid project
    management maturity.
  • Share recognition for project success with the entire project team and line management.
  • Use project management software as a tool - not as a substitute for effective planning or
    interpersonal skills.

III. PROJECT SYSTEMS: (Three Sessions)

DYNAMIC CONTROL and SYSTEMATIC MONITORING
Session 8
  • Reading Topics in Participant Handbook - Discussion
  • Project Control - p.1-3
  • Keep It Simple Procedures and Systems - p.4-5
  • Major Causes of Poor Cost Management - p.6-10
  • The Controlling Processes - p.11-14
  • Forecasting and Simulation - p.15-17
  • Earned Value Analysis - p.18-20
  • Lessons Learned - Dynamic Control and Systematic Monitoring - p.21-22
  • Critical Chain Article (Goldratt Institute Article)
  • Project Schedule Risk Analysis Simplified (Article by David T. Hulett, PhD)
  • Progress Curves and Work Functions (examples courtesy Fluor Corp.)
  • SAP R/3 Project System - Functions in Detail (courtesy of SAP America)
  • The Origins of Modern Project Scheduling Graphical Tools Used Today (AllenWeb
    page)
  • Presentation of a Multi-faceted Screening Analysis for Projects
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 8 Cases PowerPoint)
  • "Strategic Project Control Initiatives"- p.115-123
  • "Measuring …Performance: Cost/Schedule/Technical Control System"- p.427-439
  • "Pittsburgh International Airport Midfield Terminal Energy Facility"- p.347-357
Cases in Construction Nightmares: Group Discussion
  • Pacific Horizon I (Value Engineering - The Contract Negotiation Phase)
  • Points of Law (Selling the Job)
  • Pacific Horizon II (Value Engineering - The Construction Phase)
  • Points of Law (The Construction Period)
  • Pacific Horizon III (Value Engineering - After Completion of Construction)
  • Points of Law (Living With the Building)
Session 8 Maturity Points:
  • Recognize that cost and schedule management are inseparable.
  • Provide executives with project sponsor information, not project management information.
  • Strengthen involvement and support of line management.
  • Measure progress periodically.
  • Use project management software as a tool - not as a substitute for effective planning or
    interpersonal skills.

PRO-ACTIVE CHANGE and RISK MANAGEMENT SYSTEMS
and RISK PROJECT MITIGATING and MANAGING SYSTEMS
Session 9
  • Reading Topics in Participant Handbook - Discussion
  • Risk Analysis - p.1-8
  • Decision Theory and Expected Value - p.9-14
  • Optimal Decision Policy and Decision Analysis - p.15-22
  • Risk Management Using Monte Carlo, PERT, CPM - p.23-29
  • Utility Theory in Risk Preference - p.30-31
  • Viability Analysis for Project Financing - p.32-48
  • Intangible Analysis for Project Financing - p.49-57
  • Modeling Capital Projects for Successful Funding - p.58-66
  • Sensitivity Modeling for Success - p.67-71
  • Introduction to Project Finance (PowerPoint Presentation
  • Project Finance by Clifford Chase (Insert)
  • Project Finance Case Study - The Eurotunnel Project (read after case below!)
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 9 Cases PowerPoint)
  • "Gaining Project Acceptance"- p.375-379
  • "The Power of Politics: The 4th Dimension of Managing the Large …Project"- p.381-386
  • "Prudent and Reasonable Project Management"- p.571-582
  • "The Demise of the Superconducting Supercollider: Strong Politics or ..?"- p.493-503
  • "The Channel Tunnel: Larger than Life, and Late" - p.289-296
  • Case Study: The EuroTunnal Project (project finance case handout)
Cases in Construction Nightmares: Group Discussion
  • ABC Warehouse XI (Substitution in Lieu of Specified Materials)
  • Points of Law (Substitutions)
  • Parc L'Cockaigne (Discovering the Cause of Construction Defects)
  • Points of Law (Condominium Defects Caused by Contractor Ignorance)
  • ABC Warehouse XII (A Corrupt Alliance - A Criminal Conspiracy)
  • Points of Law (Skullduggery and Corruption)
Session 9 Maturity Points:
  • Recognize that cost and schedule management are inseparable.
  • Provide executives with project sponsor information, not project management information.
  • Cultivate effective communication, cooperation, and trust to achieve rapid PM maturity.
  • Measure progress periodically.

CAPTURING and GAINING VALUE from LESSONS LEARNED and STRATEGIC LEARNING CURVES
and TERMINATION EVALUATIONS, STRATEGIES and PROCEDURES for PROPER CLOSURE of
PROJECTS
Session 10
  • Reading Topics in Participant Handbook - Discussion
  • Successful Project Review - p.1-6
  • Lessons Learned and Learning Curves - p.7-13
  • Strategic Learning Curves - p.14-29
  • Bringing Projects to a Close - p.30-34
  • The Closing Process - p.35
  • Termination Strategies and Procedures - p.36-48
  • Winning Change Order Negotiations - p.49-76
  • Handling Rejected Change Orders - p.77-94
  • Handling Difficult People in Projects - p.95-116
  • Merger & Acquisition Impacts on Projects - p.117-126
  • Dr. Kerzner's 16 Points to Project Management Maturity (Revisited)
  • Learning Curves in Implementing Automation (AllenWeb page)
  • Motivation Leads to Innovation (Information Week Article)
  • Putting the Enterprise into the Enterprise System (HBS Article)
Cases in PM Casebook - Group Discussion
Synopsis and Learning Objectives of the Cases (Session 10 Cases PowerPoint)
  • "Minimizing Construction Claims under the Project Management Concept"- p.297-317
  • "The Legal Standards for 'Prudent' Project Management"- p.441-461
Cases in Construction Nightmares: Group Discussion
  • ABC Warehouse XIII (Home Improvements)
  • Points of Law (Allen's Deck - The Independent Contractor)
  • Utopian Villas (Keeping Costs Under Control)
  • Points of Law (Construction Documents for an Owner-Builder-Developer)
  • The Chief Estimator (Getting the Job by Hook or by Crook)
  • Points of Law (The Crooked Estimator)
Session 10 Maturity Points:
  • Adopt a project management methodology and use it consistently.
  • Provide executives with project sponsor information, not project management information.
  • Share recognition for project success with the entire project team and line management.
  • Institute an all-employee training program with periodic updates based on documented
    lessons learned.

Other Session and Workshop
  • Ethics Session - 1-hour seminar on Ethics (P.E. and PMP)
  • Capstone Workshop - 4-hour Workshop on Troubled Project Turnarounds

Summary of the APM 35-hour PMP Renewal Program
  • Ten 3-hour Sessions of Classroom
  • One 1-hour Session on Ethics
  • One 4-hour Capstone Workshop

Graduation: Awarding of Certificates and PDUs
Optional Books purchased by participants, if wanted, for the 2011 OPEN PROGRAM
  • PMBOK, 4th Edition - PMI Publication
  • PM Casebook by Cleland - PMI Publication
  • Construction Nightmares
  • Participant Handbooks (Three Volumes: Planning, Leadership & Integration, Project Systems)
  • Risk & Decision Analysis in Projects, 2nd Ed. - a PMI Publication
  • Additional Reference Materials in Electronic Format
  • Session Maturity Points - Kerzner
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