Scope on semiconductor manufacturing projects expands through small agreements made in isolation. Projects involving the project and portfolio delivery capability are rarely late all at once; they are late a day at a time. Work is grounded in real cases drawn from this strand of project and portfolio delivery, which each participant adapts to conditions in their own organisation. Content is organised around the decisions practitioners actually face in semiconductor manufacturing projects, not around theory headings. Improvement in the project and portfolio delivery capability stalls when it depends on one capable individual rather than a defined method. They leave able to brief senior management on the practice within project and portfolio delivery in terms that support a decision. Post-incident reviews keep identifying weaknesses in semiconductor manufacturing projects that were visible long before the incident. The programme suits teams tackling the project and portfolio delivery discipline together as readily as individuals attending alone. Participants finish with a short, specific brief on the project and portfolio delivery capability ready to put in front of a decision maker.
Expected Learning Outcomes
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Verify that improvements to semiconductor manufacturing projects have held six months after they were introduced.
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Estimate what semiconductor manufacturing projects costs to run properly, and what is lost when it is not.
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Define the scope of semiconductor manufacturing projects precisely, including what is explicitly excluded.
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Anticipate the objections that semiconductor manufacturing projects will attract internally and answer them in advance.
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Build a schedule for semiconductor manufacturing projects with a genuine critical path and realistic durations.
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Manage contracts and suppliers delivering parts of semiconductor manufacturing projects.
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Identify and quantify the risks to semiconductor manufacturing projects and assign owners.
