Professional Development

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Advanced Project Management Concepts

Dates:July 31 - August 1, 2013    Check for other dates
Meets:W from 5 pm - 8 pm and Th from 8 am - 3 pm
Hours:9.00
PDUs:9.00
CEUS:0.90
Location:Center for Innovation and Growth, Berea
Instructor:Harold Kerzner
Rate:Registration Fee: $899.00/Member Fee: $810.00

Sorry, we are no longer accepting registrations for this course. Please contact our office to find out if it will be rescheduled, or if alternative classes are available.

If you are registering for someone else or a group, call us at 440-826-2253.


Course Description

It has taken several decades for executives to become convinced that project management can and does work well.With this realization, executives have begun delegating more authority to project managers with regard to both project and business decision-making, and have also recognized the application of project management to more long-term, complex projects that require the use of virtual teams.

We have changed our definition of project success to include more elements than just the triple constraints. Benefits and value are now part of the success criteria along with business components. However, on the large, complex projects, which may take years to complete, there may exist a multitude of stakeholders all of whom have a different success criteria for the project. Project managers must now become experts in stakeholder relations management where topics such as politics, culture, religion, virtual teams, and managing resources with questionable capabilities take on paramount importance.

For more than four decades, we relied solely upon time and cost as the only two metrics needed to manage a project. We knew that time and cost alone could not determine the project's health, nor were they a good indicator of project success or failure. Today, we are entering a new era in project management, entitled PM 2.0, where project information can be provided to everyone rather than just a selected few. We may have as many as fifty metrics on a project and the eight to ten critical metrics are called key performance indicators (KPIs). The project manager and the client will meet at the beginning of the project, determine the success criteria, the supporting metrics, the KPIs, and how they will be reported on a dashboard. Each project can have a different set of metrics and KPIs, as well as different dashboard reporting requirements. The ultimate goal is to reduce costly paperwork and see how close we can get to "paperless project management" without sacrificing the integrity by which we manage the project.;

Essential Elements:

  • The driving forces for better Metrics
  • Understanding Metrics
  • Key Performance Indicators (KPIs)
  • Understanding Targets for Metrics and
  • Understanding The Importance of Value
  • Understanding Value-Based Metrics
  • Understanding Dashboards
  • Metrics Management Concerns

Who should attend: Designed for managerial personnel, project managers, and anyone involved in leveraging the organization by using project management as a strategic management tool.

  

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