In today's competitive market, it is critical that projects be completed on time and within budget. In order to effectively manage projects, you need timely project control information to identify potential problems as soon as possible and make effective project management decisions. This workshop is geared to managers and team members of virtually any type of project, including project teams in IT, manufacturing, construction, or other business and industry environments that are looking for alternate methods of measuring and forecasting project status. You'll learn about a project control tool called Earned Value Management (EVM) and its value as an early indicator of project cost and schedule variances. EVM measures work accomplished versus planned budget and schedule (behind/ahead of schedule, under/over budget). You'll review a project case study with EVM data and discuss the basic problem-solving decisions necessary for project recovery. You'll also discuss basic project plan components (work breakdown structure, estimates, baselines, project schedules) necessary to produce accurate EVM data; and you'll cover the theory of project constraints (time, cost, quality, scope and resources) that impact the success or failure of projects.
(This is part of the Project Management Certificate Program, but you do not need to enroll in the program to take this workshop.)
• Explore and practice the Earned Value Methodology as presented in the Project Management Body of Knowledge®
• Review some the latest cost processes and methodologies in use today in a corporate setting.
• Provide you with a framework which you can apply to manage and control your project.
• Provide you with some tools, techniques and templates which may be adapted and applied to your projects.
• Managing project performance effectively requires a multi-dimensional tool.
• Earned Value Management (EVM) is such a tool. Also referred to as:
– Earned Value Technique (EVT)
– Earned Value Analysis (EVA)
• We will see that EVM provides a vehicle to combine project analysis for both Schedule and Cost in terms of completed project Scope.
David Connors has over 30 years' corporate experience with the IBM Corporation as an I/T professional with more than 25 years' experience in project management. His management experience includes leading a project mgmt. office in a multi-divisional, multi-national product development area. He is a member of the Project Management Institute and the PMI NH Chapter serving as Director of their Ambassador Program. He is a corporate trainer and recognized expert in project management specializing in Risk Management and certification training. His company, PM Intervention, is a Registered Education Provider for PMI.
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