Course programme
Module 1: The Methodology of Successful Projects - A Systematic Overview of Project Management - 23 March 2012
When referring to project management, the challenge is always solving an exceptional, complex, unique assignment with a tight deadline and budget and under strict quality control.
This course introduces the main elements of project management methodologies applied worldwide, demonstrates the practical application of these methodologies, and offers an overview of the prerequisites of successful projects, the risks and opportunities related to their implementation based on case studies.
- Introduction
- Concept, features, types and phases of a project
- The project and its environment – organisational connections - Project launch
- Aspects and methods of project selection
- Project goals and corporate strategy
- Stakeholder analysis, project proposal, project charter - Project planning
- Project planning and corporate planning
- Business case of a project, managing alternatives
- Goals, project metrics
- Managing the scope of the project, work breakdown structure (WBS)
- Project organisation, roles, responsibilities
- Milestones, network planning (CPM, PERT), Gantt-diagram
- Resource planning, estimation, risk analysis, cost plan
- Preparing and accepting an integrated project plan - Project implementation
- Kick-off meeting, team building and motivation
- Effective communication, reports
- Proactive risk management, preventive quality management
- Procurement and contract management
- Management techniques, corrective actions - Project closure
- Measurement and approval of project performance
- Aspects of project evaluation, project closing tasks
Module 2: Operational Management of Projects – Project Monitoring and Project Controlling - 6 April 2012
Participants of this module will learn methodologies and the practical application of project monitoring and project controlling utilised worldwide, to help enhance supervision and evaluation of their projects.
- Introduction
- The main concepts and processes of operational project management and project monitoring
- Factors influencing the success and costs of a project
- Cost estimation, planning and cost management - Objectives and tools of project controlling
- Roles in the area of project controlling
- Regulation cycle model of integrated project controlling
- Building and applying metrics and index numbers
- Preparing, analyzing and controlling a project budget
- The performance management baseline
- Measuring project progress, earned value management - Project controlling in practice
- Monitoring costs and performance: practical examples
- Measuring project completeness, comparison with the plan
- Managing issues related to exceeding deadline or cost, handling quality problems
- Risk management, change management, escalations
- Defining corrective and preventive actions
- Trend analysis and forecast
- Identification of funding requirements
- Project cash-flow monitoring
- Typical problems of operative project management and potential solutions
Module 3: Project Financing: Business Plan – What and How Banks Evaluate -
20 April 2012
This module offers assistance to professionals responsible for initiating, preparing, planning and coordinating execution of projects in establishing successful cooperation with banks. Participants will process case studies to learn studies: aspects of bank evaluation, how banks consider projects, what questions arise concerning financing of projects and how these questions can be answered adequately.
- Preparing a business case
- Role and structure of a business case
- Types of business cases, differences among them
- Business case of a start-up project/enterprise
- Business case of a venture (before project commencement) - Efficiency and liquidity
- Key concepts of financial plans
- Balance sheet, income statement, cash-flow plans
- Allocation of resources - Project documentation
- Project schedule, definition of project milestones
- Resources and risks
- Structure, content and criteria of a well-established project plan - Assurance
- Assurance of project execution and success
- Typical bank conditions - Project implementation
- Communication with the bank during project implementation and closure
- Monetary transactions, necessary documents and reports - Practical advice, experience
- Appropriate negotiation tactics
- Lessons learnt
Module 4: Managing Project Risk, Barriers of Project Implementation - 4 May 2012
All projects involve a certain amount of risk and execution may be obstructed by unexpected occurrences. The well-timed identification and appropriate handling of risks is a decisive prerequisite for successful projects.
This module offers participants an opportunity to familiarise themselves with the methodologies and practical application of project risk management utilised worldwide, discuss relevant experience, review factors which obstruct projects and approaches for risk management.
- Introduction
- The concept, factors and types of risk
- The place and role of risk management in a project - Planning risk management
- Basis of the planning process
- Parts of a risk management plan - Risk identification
- Resources of risk identification, risk categories
- Brainstorming, “brainwriting”, checklist, Delphi technique
- SWOT, analysing assumptions, diagram techniques
- Risk register, triggers - Risk analysis
- Aims and tools of qualitative and quantitative analysis
- Probability and impact matrix
- Sensitivity analysis, decision tree
- PERT, ABC-analysis, Monte-Carlo simulation
- Regression and correlation analysis, other methods - Planning responsive actions
- Response strategies
- Business continuity planning
- Secondary risk, remaining risk
- Parts of the action plan, types of preventive actions - Project risk management
- Risk management database
- Risk management audit
- Corrective actions and workarounds
Module 5: Role of the Project Office in the Project-based Operation of Corporations -
18 May 2012
The preparation, planning, execution and closing of projects and the parallel management of various other projects assume the existence of a complex professional and administrative system. Increasingly, project offices are established in order to support corporate projects, both from the administrative and methodological aspects.
The aim of this course is to provide employees of a project office – project office leaders, project office team members, project coordinators and project managers – with comprehensive theoretical and practical knowledge. During the course participants become acquainted with the tasks of a project office, the prerequisites for its successful operation and the tools for supporting this. Participants receive practical support in establishing a project office, in integrating it into the organisation and in further developing it.
- Project management, project portfolio management and the corporate’s functional operation
- The bureaucratic side of project management: project administration, controlling, monitoring and reporting
- Challenges in a multi-project environment
- Types of project offices
- Work in a project office
- Organisation of a project office
- Organisational structure and integration into the corporate hierarchy
- Roles and competencies - Activities related to the project lifecycle from project initiation to project closing
- Project portfolio management processes
- Management of project initiations – feasibility, return, dependencies
- Project portfolio management - Supporting processes of the project office
- Tender, selection of the supplier
- Management of project budget
- Performance evaluation
- Administrative services
- Connections with the project managing organisational units and reporting for them
- Integrated project change management
- Project knowledge management
- Continuous development of project operation, utilisation of experiences
- Project audit
- Project quality management - Supporting tools
- Tools supporting timing and monitoring, human resource planning, task completion monitoring, financial planning and evaluation
- Document management, project registers
- Project document template library
- Tools supporting portfolio management - Establishing a project office
- What type of project office should we use
- Organisational issues
- Recommended steps for establishing a project office, stages, maturity levels
Module 6: Role of the Project Sponsor in the Success of a Project - 1 June 2012
The success of a project depends essentially on the contribution and decisions of the top manager supervising the project, also called the project sponsor. However, there are not many literature resources or professional seminars dealing with this topic in depth.
The course reviews the most important facets of project management from the perspective of the project sponsor, presents their most important tasks and methods of project supervision and their practical aspects in accordance with international practice. The sponsor’s role, duties, responsibilities and decision-making duties are also discussed in detail.
- Project launch
- Project goals and corporate strategy
- Managing a project portfolio, reviewing alternatives
- Preconditions of starting a project
- Formal decision on project start - Project planning
- When to include subcontractors
- Building up a project organisation
- Preparing and approving a detailed project plan - Project implementation
- Management style, team building and motivation
- Establishing an effective communication cycle
- Development control – measurable results
- Handling change request and escalations
- Proactive risk management, preventive quality assurance
- Decision points in the execution phase
- Conflict and crisis management - Project closure
- Viewpoints of project evaluation, expansion of knowledge base
- Objectives and execution of a project audit
- Acknowledgement and re-integration of the project team members - Features of the project sponsor role
- Differences between the project sponsor and the project manager role
- Expectations for a project sponsor
- Management tools of a successful sponsor - The project-oriented company
- Managing large projects and programmes
- Project portfolio management
- Project office
- International project management organisations and qualifications
Lecturers
Tamás Kórász is the director responsible for integrated systems and IT project management advisory at KPMG. He obtained his degree in information technology at Budapest Technical University and continued on at the Budapest University of Economics where he graduated as an economist. He has gained over 12 years of experience in advisory, management of complex projects, both in the business and the public sector. He is a Certified Management Consultant and a charter member of the Budapest department of the Project Management Institute.
Endre Nagy is a manager at KPMG with over eight years experience, is a noted professional in the following areas: integration and audit of IT systems and services, IT organisation development, service level management (SLA), customer service systems, customer relationship management (CRM), enterprise resource planning (ERP), business process reengineering (BPR), financial system introduction and project management.
Lajos Pálvölgyi besides having obtained a PMP (Project Management Professional) qualification, has more than 20 years of experience in leading projects both in Hungary and abroad, and is also a frequent instructor of post gradual and company training courses in several countries. He is vice president of the Hungarian Project Management Association, is charter member and deputy president of the Hungarian Department of the Project Management Institute and was leader of the PMBOK Guide Hungarian Version Project.
Duration
48 hours (8 hours per day 9:00-17:00)
Dates
23 March 2012
6, 20 April 2012
4, 18 May 2012
1 June 2012
Venue
KPMG Conference Centre, 1139 Budapest, Váci út 99.
Course fee
HUF 625.000+VAT/person
Lunch and coffee breaks cost HUF 1.800+VAT/person/day.
Discounts
- For registrations before 23rd February 2012 we provide 10% ’early bird’ price reduction.
- We offer 10% price reduction in case 2 persons from the same organisation register and 15% if three or more persons register from the same organisation.
- For HVG Clubcard holders we offer 10% price reduction.
The above discounts can not be combined. Participants have the right to claim the most advantageous discount in all cases.
Registration deadline: 14 March 2012
Cancellation
Cancellation only in writing (fax, confirmed e-mail, mail). Cancellation within 7 calendar days obligate the participant to pay the full course fee.
The Training Organiser has the right to cancel the training no later than 7 calendar days before the date, and inform the participants immediately (via email) and transfer the course fee back.
We reserve the right of changing the event.
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