A schedule for retail chain expansion projects without a critical path is a wish list with dates. The estimate for expansion projects that nobody challenged is usually the one that fails. Organisations that document the project and portfolio delivery discipline properly resolve disputes about it far more quickly. It is written for people who have to make retail chain expansion projects work with the resources they already have. The course sets out a working method for the practice within project and portfolio delivery that participants can apply the week they return. Participants finish able to explain expansion projects to a non-specialist audience without losing precision. The programme uses small-group work so that each participant's treatment of retail chain expansion projects is examined, not just described. The version of expansion projects described in the manual and the version practised on the floor tend to diverge over time. The final module sets out how progress on this part of project and portfolio delivery will be evidenced six months later.
Expected Learning Outcomes
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Compare the organisation's handling of retail chain expansion projects with recognised practice, and close the material gaps.
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Set a realistic target state for expansion projects and a defensible route to it.
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Manage dependencies between retail chain expansion projects and other initiatives.
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Recover expansion projects when it is behind, without pretending it is not.
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Plan handover and benefit realisation for retail chain expansion projects.
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Assess whether expansion projects should continue at each decision gate.
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Plan the handover of retail chain expansion projects so that capability is not lost when key staff move on.
