Practical Project Management
When 27 Apr 2017, 8:30 AM
Duration One day
Cost $580 ex GST (IPENZ Members $500 ex GST)
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Project management is now a fundamental skill expected of all engineers – even if their role is not as the formal project manager.
Course attendees will gain insight into the concepts of project and programme management while learning practical tools and techniques. Whether you are managing small projects or are part of a team working on larger, more complex projects, this course will provide in-depth knowledge to help you get results.
Key project management practice areas explored in more detail during the course include:
- Scope management
- Time management
- Cost management
- Risk management
Essential people and teamwork skills will also be discussed.
This course is not intended to replace formal project management certification offered by PMI and others, but you’ll be able to put the concepts and methods you learn to immediate use in the workplace.
- become familiar with project and programme management principles and fundamental concepts
- gain a deeper understanding of key project management practice areas
- practise using simple tools and techniques to ensure successful project delivery
- grow your awareness of programme management - how it differs from project management and the different approach needed for success
Scenarios showing things that frequently go wrong on projects will be reviewed. Learn techniques to spot problems early - and then avoid them.
Andrew has been working within capital investment programmes for more than 30 years in New Zealand and the UK. He has led teams to successfully deliver engineering solutions on a wide range of complex and interesting projects.
As a Professional Project Manager (PMP), Andrew is familiar with project management tools and techniques that can help aspiring team leaders and managers understand the health of a project and deliver the outcomes the client seeks for the optimal cost.
He has led change initiatives in New Zealand including the adoption of Treasury’s Better Business Case (BBC) methodology for better decision making, and in the UK he championed the wider use of earned value in project metrics as a predictor of final cost.