Define the scope and boundaries of technology and software project management so that responsibility for it is unambiguous.
Project Management in the Information Technology and Software Sector
A structured, applied course in technology and software project management — designed to be used the week you return.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Stakeholders withdraw support for technology and software project management quietly before they withdraw it formally. A schedule for project management without a critical path is a wish list with dates. Organisations that document this area of project and portfolio delivery properly resolve disputes about it far more quickly. It concentrates on the parts of technology and software project management that determine outcomes and treats the rest proportionately. Participants test their assumptions about this aspect of project and portfolio delivery against scenarios designed to break weak ones. Ambition around project management outruns capacity unless the sequencing is deliberate. Participants develop a defensible line of reasoning for the choices they make about technology and software project management. It is designed for mixed groups, so that project management is examined from more than one functional angle. It closes by agreeing the smallest change to the project and portfolio delivery discipline that would make a visible difference.
Expected Learning Outcomes
Structure records of project management so that they answer the questions an auditor will actually ask.
Review contracts and agreements for the obligations they create around technology and software project management.
Build a schedule for project management with a genuine critical path and realistic durations.
Establish quality acceptance criteria for the deliverables of technology and software project management.
Recover project management when it is behind, without pretending it is not.
Plan handover and benefit realisation for technology and software project management.
Who Should Attend
Cost engineers and project controls staff on technology and software project management.
Technical leads delivering work packages within project management.
Technical staff being prepared for supervisory responsibility over technology and software project management.
Client and stakeholder representatives monitoring project management.
Business change managers handling adoption of technology and software project management.
Team leaders and supervisors who put project management into practice day to day.
Course Modules
Technology and software project management: change control and variation
2 sessions · 8 pointsSession 1Keeping stakeholders of technology and software project management genuinely supportive
- Hold a lessons session on technology and software project management while memory is accurate.
- Compare resource demand from project management against other commitments.
- Register the risks to technology and software project management with owner, probability and impact.
- Collect evidence on the present handling of project management before proposing changes.
Session 2Building the method for project management step by step
- Set the review interval for technology and software project management and who attends.
- Plan handover of project management to the team that will operate it.
- Close out actions on technology and software project management rather than leaving them open indefinitely.
- Set escalation thresholds for project management that work out of hours.
Project management: estimating cost and effort
2 sessions · 8 pointsSession 1Closing project management and capturing what was learned
- Manage supplier performance on technology and software project management against contract, not goodwill.
- Record the rationale for each significant choice made about project management.
- Draft the minimum viable delivery plan for technology and software project management.
- Rehearse the briefing on project management that would follow an incident.
Session 2Pricing every change to project management
- Define how the benefit from technology and software project management will be measured after closure.
- Define acceptance criteria for each deliverable of project management.
- Record what was learned when technology and software project management did not go as planned.
- Identify single points of dependency in project management and reduce them.
Project management: handover, benefits and lessons
2 sessions · 8 pointsSession 1Building lasting competence in project management
- Build reporting on technology and software project management that surfaces problems while they are small.
- Arrange the handover of project management so capability survives staff changes.
- Assign responsibility for keeping documentation of technology and software project management current.
- Build the competence framework that supports project management.
Session 2Testing technology and software project management before relying on it
- Map the handovers in technology and software project management between functions and secure them.
- Map stakeholders of project management by influence and current level of support.
- Write down the assumptions underpinning the approach to technology and software project management.
- Define the decision gates for project management and what evidence each requires.
Project management: procurement, contracts and suppliers
2 sessions · 8 pointsSession 1Writing the scope of project management including what is excluded
- Prepare the recovery plan for technology and software project management before it is needed.
- Measure progress on project management by value earned, not tasks ticked.
- Set the change control process for technology and software project management and require cost and time impact.
- Name a single owner for each element of project management.
Session 2Estimating project management without anchoring on the answer wanted
- Check that technology and software project management still works when volumes rise unexpectedly.
- Agree the escalation threshold for project management in advance.
- Review at each gate whether technology and software project management should continue at all.
- Estimate project management using two independent methods and reconcile the difference.
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
We will contact you within one business day to confirm.