Offered By: Casinelli Associates
Professional Development Hours: 14
Course Number: AEP4003-SM-01
Duration of Course: 2 days; 7 hours per day
Primary languages: Italian and English

Learning objectives
The course provides the basic knowledge of the key concepts of modern project management, in order to evaluate the potential benefits of project management "culture" on the business processes as well as on the management and control of projects.

Marketing description of the course
Explore the potential benefits of modern project management methodologies for business and programs planning. The course is specifically targeted to small and medium organizations in Europe, which are interested in exploring the potential benefits of project management methodologies.

Detailed course outline
The course, offered through a two days seminar, is an introduction to Project Management (P.M.) key concepts and tools. The project management culture in Europe is not yet widely known, especially in medium and small firms of construction industry, although an interest is growing in many business organizations. The course is specifically targeted to those firms in Europe, which are interested in improving their project management methodologies.

Section 1: Introduction to discipline
This section is an introduction to the discipline of P.M. Starting from the description of the interrelationships between time, cost and technical constrains, the objectives of P.M. are defined with regard to the different type of organization and versus Total Quality Management (TQM) methodology.

Section 2: Organizational structures
This section describes the types of organizations and their historical evolution towards the models adopted in P.M. The comparison between different types of organizations is carried out by describing the advantages and disadvantages of each solution in terms of effectiveness and efficiency; finally, the roles in the matrix organization are specifically addressed in order to clarify the critical interfaces and mutual responsibilities.

Section 3: Project management processes
This section introduces the typical sub processes of project management process, with specific attention to time, cost and quality and to the need for project integration and "scope" management.

Section 4: Key concepts and critical tools for project planning
This section introduces the key concepts and tools for project planning and project performance measurement, by describing the basis of EVMS (earned value management systems).

Section 5: Project management for different organizations
This section describes the point of views and related specific needs for project management of different kind of organization, with emphasis on the environment of the project-driven organization. The mutual relationships between "owner", "contractors" and "subcontractors" are analyzed in order to point out the importance of project organizing and contracting.

Section 6: Searching excellence in PM
This section expands on some specific topics like PMO (program management office) and the phases of implementing a project management system at enterprise level.

Program

1st day
Introduction to PM

• Definition of "project"
• Interrelation between time-costs and technical constrains
• Historical evolution of PM.
• Total quality management versus project management
• Objectives of project management
• The valence of PM for project-driven and non-project driven organizations

Organizational structures

• Traditional functional organizations
• Project oriented organization: by matrix
• Project oriented organization: by project
• Roles and interfaces in the matrix organization
• Traditional versus project oriented organizations
• Advantages and disadvantages of different types of organizations

Project management processes

• Phases of typical project-life cycles (examples for software, construction, pharmaceutical)
• The model of PMIŽ (Project Management Institute)
• Process integration
• Scope
• Time
• Cost
• Quality
• People and Communication
• Risks
• Contract and procurement

2nd day
Key concepts and critical tools for project planning

• The WBS (work break down structure)
• The OBS (organization break down structure)
• Work packages and cost accounts
• Earned value
• The integrated time-cost control systems
• Performance measurement and project reporting

Project management for different organizations

• The point of view of the Owner
• The point of view of the Contractor
• The point of view of the Sub-Contractor
• P.M. for non-project driven organizations

Searching excellence in PM

• Strategic planning for project management
• The evolution toward an integrated project management system at enterprise level
• The concept of Program Management Office (PMO)