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Project Management overview Training
- Participants / Prerequisite
Managing an IT project requires pragmatic management know-how, and knowledge of tools and techniques. For each of these topics, this seminar provides a step-by-step approach of the techniques and rules actually employed. Based on recognized good practices, it proposes effective responses to the main requirements of projects (controlling costs, time scales and quality) and positions the project leader's role in the company.
Project manager and consultant, he has developed and led software developments in the research and industrial sectors before directing large IS management and out-sourcing projects. He is especially interested in risk management techniques, and has assisted large ISDs in changing their project management procedures and methods.
- The findings, the recognised good practices.
- Adapt the project management to the company's maturity level (CMMI).
- Success criteria: identify them, validate them and monitor them over time.
- The two aspects of project management: Organising a Project and leading it.
- The required expertise, the nine skills areas.
- The project leader's role depending on the company: manager, administrator, team leader, coordinator.
- Organising your work in practice.
■ Today's IT projects
■ The role of the project leaders
- Development and maintenance projects.
- Integration project.
- Package implementation.
- Rollout project.
- The project procedures.
- Analysing a project: business cases, value analysis, ROI or added value.
- Preparing a Project Plan: choosing and implementing processes and rules.
- Determining the Quality factors and the related Quality measurements and means.
- The four reserved fields: project management, external communications, production control and decision-making.
- The decision-making process: identifying the decision point and considering the action plans.
- Decision-taking by a project committee.
- Know how to hand over to the Production, Support or Maintenance services.
- Finishing a project "on time": indicators and rules.
- Handling the staff departures.
- The project reviews and capitalising on experience.
■ Managing according to the type of project: the procedures and the rules
■ Project start-up
■ Operational control
■ The end of the project
- One constant, uncertainties, risks, inaccuracies, elements to be managed, a "Risk Manager" attitude.
- The risk management process, reduction strategies.
- The Project Risks dashboard.
- Managing information about the project.
- The procedure for managing upgrades, its sizing and its implementation. Know how to include an "Upgrades" budget.
■ Controlling risks
- Starting-up and controlling the work.
- Project monitoring and control.
- The legal framework: obligations of means and obligations of results, the rules of sub-contracting.
- The contracting authority - general contractor relationship: the basic rules.
- Defining a fixed-price job.
- Technical and contractual monitoring of the service provider.
- The delegation of staff.
- Structuring teams: building an organisation chart, integrating staff.
- Managing from a distance, rules and practices.
- Meeting performance.
- Managing everyone taking part in the project.
■ Managing teams
- The stumbling blocks of transverse projects, leading without hierarchical power.
- Know how to involve the divisions of the company in your project.
- Know how to challenge a participant from another division.
- The case of multi-site projects and using remote-working tools.
- Analysing communications: break with closed practices.
- The rules for good communication.
- Analysing changes and defining a change management plan.
- Identifying help and hindrances, implementing management tools.
- Maturity levels in integrated project management.
- "Projects Portfolio Management", the strategic alignment of projects. Overall management of Project investments. COBIT rules.