Projects involving remote road network projects are rarely late all at once; they are late a day at a time. Most recovery effort on network projects is spent on problems that were visible early. It suits anyone whose decisions touch this part of project and portfolio delivery, in large organisations and small ones alike. A common pattern is strong design of remote road network projects paired with weak follow-through. The teaching approach is deliberately practical: participants build a delivery plan for this area of project and portfolio delivery as they go. The programme is built to be used, and every section of network projects it covers ends in something applicable. The course leaves participants able to diagnose weaknesses in remote road network projects before they become incidents. Benchmarking exercises repeatedly place network projects among the areas with the widest performance spread. Participants leave with a plan for the project and portfolio delivery discipline sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Plan handover and benefit realisation for remote road network projects.
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Communicate the purpose of network projects to those who have to comply with it.
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Establish quality acceptance criteria for the deliverables of remote road network projects.
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Close network projects properly and capture lessons while they are still accurate.
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Assess whether remote road network projects should continue at each decision gate.
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Assess the current state of network projects against a structured set of criteria rather than impressions.
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Verify that improvements to remote road network projects have held six months after they were introduced.
Who Should Attend
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Project and programme managers whose delivery depends on remote road network projects.
