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Course Title
Project Planning and Control


Learn processes, tools, and techniques used to initiate, plan, execute, monitor & control, and close projects to ensure project quality from start to finish.  Explore best practices for managing and controlling scope, schedule, budget, communications, risk and change between client/end users and all  team members (internal and external) .  Eligible for 24 PDUs (PMI®).


Upon completion of this course, each participant will be able to:

  •  Develop Project and Phase Plans;
  •  Estimate work effort, resources and schedule for successful completion of a Project; 
  • Negotiate with support groups; make staff assignments and schedules for effective utilization of project resources; 
  • Understand the management issues and techniques needed in Cross Functional-Task Force, Matrix and Hierarchy project teams.  Delegate work, and motivate and facilitate professional and personal growth; 
  •  Apply the concepts of Quality and Six Sigma in the real-world project environment; 
  •  Implement a Change Management and reporting plan; 
  •  Track and Report the status of the project and deliverables for early problem identification  and resolution; 
  • Identify and Plan to mitigate Project and Product Risk factors; 
  • Understand and Employ Product Scope and Quality Management; 
  • Understand the use of project software tools to help Plan, Organize, Schedule,Control, Track and Report projects.


I. Introduction and Course Objectives

II. Project Management Concepts

  • Process vs. Project Management
  • Project Characteristics
  • Blueprint for Effective Project Management
  • The Project Manager's Responsibilities
    • Establishing Success Factors
    • Objectives / CBA
    • Critical Communications / Negotiations / Stakeholders
      • management
      • team members
      • users / clients
      • support groups / interfacing projects
    • Managing the Total Systems Pentagon (People, Time, Budget, Technology and Scope)
  • Proactive Project Management (and the Rules we live by!)
  • The Role and Impact of PMI® the Project Management Institute

III.   Project Planning 

  • Planning Responsiblities
    • The Work Plan
    • The Organization and Staffing Plans
    • The Execution, Control and Tracking Plans
    • The Scope Management -- Change Control Plan
  • Establishing the Work Plan
    • Product Definition (Deliverables)
    • Work Breakdown (WBS) / Task Definition
    • Project Risk Management
    • Selecting Product Development Tools (Quality Management)
    • Dependency Diagramming (Network, PERT & CPM) Mechanics
    • Gantt Charts (Schedule) and Software Tools
  • Schedule Estimating (Base Work Effort) -- Project Time Management
    • Estimating Methods (Good and Bad!)
      • bulk, SWAG and Delphi (Wideband)
      • consensus
      • PERT formula / ratios
      • historical comparative
    • Function Point Analysis and Software Aids
    • Real World, Estimate Loading Factors and Justification
      • environmental
      • staffing
  • Now we have a plan, What do we do with it?
  • Packaging the formal Project Plan
  • Making a Management/Client Presentation and Gaining Approval


IV.  Scope Management -- Project Change Control

  • Planning for Change - Staying Proactive
  • Objectives of a Change Control Plan
  • Establishing the Change Request Policy
    •  Initiation of the Request and Determining its priority
    •  Evaluating the Request (and by Whom)
    •  Recommendations and Decisions
    •  Allowing Appeals
  • Change Control Metrics
    •  As a Productivity Measure
    • As a Quality Measure
    • As  Input to a Redevelopment Effort

V.     Project Organizing and Managing the Team – Schedule and Resource Management 

  • The Project Manager as a Manager - The Responsibilities
  • Steps in Assigning and Scheduling the Team
    • Creating a Skill/Knowledge Matrix
    • Activity and Personnel Assignments
    • Career Path Planning
  • Using the Critical Path Method (CPM)

    • Very Important Dates
    • Who is/should be, assigned to the Critical Path?
    • The Critical Path as a Motivator
  • Roles and Responsibilities
  • Load Leveling the Assignments
  • Developing “Plan B” and Developing “Outside the Box” Solutions
  • Establishing Project Team Procedures and Communications
    • Internal / External / Clients
    • Management
    • Support Groups
  • Project Team Structures and Issues - The Options
    • Hierarchy
    • Matrix
    • Cross Functional -- Task Force
  • Managing and/or Working in a Matrix or a Cross Functional Task Force
  • Multiple Projects and Shared and Borrowed Staff (The Real fun begins!)
  • Used Properly, Software Tools will Help
  • Communications Management -- The Status Reporting Plan

    • Selecting the proper format
    • (Meeting and/or Reports)
    • Frequency
    • Responsibility
    • Doing it the Right Way

VI.   Project Execution, Monitoring and Control


  • Control Objectives
  • Identifying and Using the Progress Control Tools
  • Developing a Progress Reporting Plan (What you should Track, and shouldn't!)
    • Completions, Starts and Work Effort
    • Estimates TO Complete
    • The True Meaning of Percent Complete (and the 90% Complete Syndrome!)
    • Budget Tracking and Control
    • The Myth of the "Man-Month"
    • What YOU Need to know ASAP, and HOW
    • Controlling your Support Groups and Extended Team
      • Status Meetings that Control
        • planning and running the meeting
        • reporting to management
        • gaining support and commitment
    • Control and the "Task Force Project"
  • Product Quality, Six Sigma™ and ISO9000 (Building and Measuring)
    • Development tools for Quality and Success
    • Error prevention, detection and correction techniques
    • The Importance of Metrics
    • Productivity Tools and Measurements
  • Software to Help Monitor and Control the Project (Increasing the Project Manager's Productivity, Control and Reporting Capabilities)
  •  Replanning - When to Change, Who to Tell, and How
    • What are the options / alternatives?
    • Making the right decisions
  • Escalating Issues to Management (How to avoid - "Shoot the Messenger!")

VII. Conclusion 

  • Project Closure and the Post Project Review
  • Implementation Plan for Projects
    • ·New Projects (Big and Small)
    • ·Maintenance Efforts
    • ·Joining a Project  "already in progress"
    • Exercise: “Identify Internal Issues which may Impede Project Success”; Process: “What Participants can do to Resolve the Issues”
  • Review Major Topic/Objectives
  • The Global Benefits of PMI® and your Local PMI Chapter


Method of Instruction

Lecture, discussion, detailed case studies, presentations.  Upon request, demonstration and use of Microsoft Project™ is included in the program as are references to the PMI® PMBOK (Project Management Body of Knowledge), CMM (Capability Maturity Model), Six Sigma, in-house Standards and Policies, and ISO 9000.


Skill practice and exercises; no exam