Scope on additive manufacturing projects expands through small agreements made in isolation. Most recovery effort on the wider project and portfolio delivery agenda is spent on problems that were visible early. Participants finish able to explain this part of project and portfolio delivery to a non-specialist audience without losing precision. It concentrates on the parts of additive manufacturing projects that determine outcomes and treats the rest proportionately. Work is grounded in real cases drawn from the practice within project and portfolio delivery, which each participant adapts to conditions in their own organisation. Organisations that document this part of project and portfolio delivery properly resolve disputes about it far more quickly. The material serves both public bodies and commercial organisations dealing with additive manufacturing projects. Progress on the project and portfolio delivery capability is usually lost in the gap between approval and execution. Participants finish with a short, specific brief on this aspect of project and portfolio delivery ready to put in front of a decision maker.
Expected Learning Outcomes
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Build a concise delivery plan for additive manufacturing projects that colleagues can follow without further explanation.
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Set the minimum documentation for additive manufacturing projects that is genuinely necessary, and stop there.
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Verify that improvements to additive manufacturing projects have held six months after they were introduced.
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Control change to additive manufacturing projects so every variation has a price and a decision.
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Build the reporting on additive manufacturing projects that gives early warning rather than reassurance.
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Track progress on additive manufacturing projects by earned value rather than by activity completed.
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Identify and quantify the risks to additive manufacturing projects and assign owners.
Who Should Attend
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Contract and procurement staff supporting additive manufacturing projects.
