Assess the current state of merger and post-deal integration projects against a structured set of criteria rather than impressions.
Planning Merger and Acquisition Projects and Post-Deal Integration
An applied course in merger and post-deal integration projects built around the decisions practitioners actually face.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most recovery effort on merger and post-deal integration projects is spent on problems that were visible early. A schedule for integration projects without a critical path is a wish list with dates. Participants apply this area of project and portfolio delivery to their own project throughout, so the output is directly usable. The course sets out a working method for merger and post-deal integration projects that participants can apply the week they return. What blocks progress on the practice within project and portfolio delivery is usually unclear ownership rather than unclear intent. Applied research in project and portfolio delivery consistently shows that early structure around integration projects reduces downstream rework. Participants finish able to explain merger and post-deal integration projects to a non-specialist audience without losing precision. It is written for people who have to make integration projects work with the resources they already have. Participants leave with a plan for the project and portfolio delivery discipline sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Design the governance and decision rights for integration projects.
Agree the first three actions on merger and post-deal integration projects that will be taken on returning to work.
Manage dependencies between integration projects and other initiatives.
Test the organisation's response to merger and post-deal integration projects under conditions that are less than ideal.
Build a schedule for integration projects with a genuine critical path and realistic durations.
Build the reporting on merger and post-deal integration projects that gives early warning rather than reassurance.
Who Should Attend
Cost engineers and project controls staff on merger and post-deal integration projects.
Team members preparing to take on project responsibility for integration projects.
Quality staff verifying that merger and post-deal integration projects performs as designed.
Client and stakeholder representatives monitoring integration projects.
Planners and schedulers building the timeline for merger and post-deal integration projects.
Consultants and advisers supporting clients on integration projects.
Course Modules
Merger and post-deal integration projects: scope definition and exclusions
2 sessions · 8 pointsSession 1Writing the scope of merger and post-deal integration projects including what is excluded
- Hold a lessons session on merger and post-deal integration projects while memory is accurate.
- Set out the decisions in integration projects that require sign-off and by whom.
- Set the change control process for merger and post-deal integration projects and require cost and time impact.
- Assign responsibility for keeping documentation of integration projects current.
Session 2Moving integration projects from approval to execution
- Manage supplier performance on merger and post-deal integration projects against contract, not goodwill.
- Define acceptance criteria for each deliverable of integration projects.
- Archive the decision record for merger and post-deal integration projects so successors understand it.
- Write the scope statement for integration projects including explicit exclusions.
Integration projects: governance, gates and decision rights
2 sessions · 8 pointsSession 1Managing suppliers delivering part of integration projects
- Identify the critical path through merger and post-deal integration projects and the float elsewhere.
- Confirm that those complying with integration projects understand why it exists.
- Identify the data already collected that bears on merger and post-deal integration projects.
- Compare the cost of integration projects with the cost of its absence.
Session 2Building the method for integration projects step by step
- Build reporting on merger and post-deal integration projects that surfaces problems while they are small.
- Anticipate the objections integration projects will raise and prepare the answers.
- Name a single owner for each element of merger and post-deal integration projects.
- Establish what evidence demonstrates integration projects is under control.
Integration projects: risk identification, quantification and ownership
2 sessions · 8 pointsSession 1Building a schedule for integration projects with a real critical path
- Review at each gate whether merger and post-deal integration projects should continue at all.
- Define the decision gates for integration projects and what evidence each requires.
- Agree the indicators that will show whether merger and post-deal integration projects is improving.
- Map the handovers in integration projects between functions and secure them.
Session 2Who answers for merger and post-deal integration projects, and to whom
- Estimate merger and post-deal integration projects using two independent methods and reconcile the difference.
- Prepare the recovery plan for integration projects before it is needed.
- Define how the benefit from merger and post-deal integration projects will be measured after closure.
- Check that integration projects still works when volumes rise unexpectedly.
Integration projects: schedule, critical path and realistic duration
2 sessions · 8 pointsSession 1Pricing every change to integration projects
- Compare resource demand from merger and post-deal integration projects against other commitments.
- Set escalation thresholds for integration projects that work out of hours.
- Test the procedure for merger and post-deal integration projects against a realistic scenario.
- Register the risks to integration projects with owner, probability and impact.
Session 2Measuring progress on integration projects honestly
- Build the competence framework that supports merger and post-deal integration projects.
- Identify where judgement in integration projects is legitimate and where it is not.
- Plan handover of merger and post-deal integration projects to the team that will operate it.
- Record what was learned when integration projects did not go as planned.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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