Manage contracts and suppliers delivering parts of project delay root cause analysis.
Root Cause Analysis of Delays and Resolving Project Schedule Obstacles
Turn project delay root cause analysis from a stated policy into a practice your organisation can evidence.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Projects involving project delay root cause analysis are rarely late all at once; they are late a day at a time. The estimate for cause analysis that nobody challenged is usually the one that fails. Teams frequently over-invest in documenting this part of project and portfolio delivery and under-invest in testing it. They acquire practical criteria for judging when project delay root cause analysis is working and when it is only appearing to. The programme converts the wider project and portfolio delivery agenda from an area of general awareness into a set of repeatable practices. It is designed for mixed groups, so that cause analysis is examined from more than one functional angle. Cases are chosen to expose the trade-offs in project delay root cause analysis rather than to illustrate ideal conditions. Mature organisations treat cause analysis as a standing capability rather than a project that finishes. The programme ends where implementation begins, with this strand of project and portfolio delivery broken into steps someone can start on Monday.
Expected Learning Outcomes
Draw practical lessons from failures in cause analysis without assigning blame that suppresses reporting.
Assign clear ownership for each element of project delay root cause analysis across the functions involved.
Track progress on cause analysis by earned value rather than by activity completed.
Choose the delivery approach for project delay root cause analysis — predictive, adaptive or hybrid — deliberately.
Design a practical operating method for cause analysis that fits the organisation's size and maturity.
Manage stakeholders of project delay root cause analysis according to influence and interest.
Who Should Attend
Consultants and advisers supporting clients on project delay root cause analysis.
Project and programme managers whose delivery depends on cause analysis.
Project managers responsible for project delay root cause analysis.
Project sponsors accountable for the outcome of cause analysis.
Risk managers supporting project delay root cause analysis.
Programme and portfolio managers overseeing cause analysis.
Course Modules
Project delay root cause analysis: procurement, contracts and suppliers
2 sessions · 8 pointsSession 1Who answers for project delay root cause analysis, and to whom
- Map the handovers in project delay root cause analysis between functions and secure them.
- Build the internal briefing that explains cause analysis to those affected.
- Verify six months later that changes to project delay root cause analysis have held.
- Set the change control process for cause analysis and require cost and time impact.
Session 2The paperwork for cause analysis that is actually needed
- Map stakeholders of project delay root cause analysis by influence and current level of support.
- Build reporting on cause analysis that surfaces problems while they are small.
- Define how the benefit from project delay root cause analysis will be measured after closure.
- Agree the indicators that will show whether cause analysis is improving.
Cause analysis: schedule, critical path and realistic duration
2 sessions · 8 pointsSession 1Decision gates on cause analysis that can actually stop it
- Write the scope statement for project delay root cause analysis including explicit exclusions.
- Collect evidence on the present handling of cause analysis before proposing changes.
- Decide what will be stopped to create capacity for project delay root cause analysis.
- Prepare the recovery plan for cause analysis before it is needed.
Session 2Keeping stakeholders of cause analysis genuinely supportive
- Hold a lessons session on project delay root cause analysis while memory is accurate.
- Archive the decision record for cause analysis so successors understand it.
- Agree the smallest change to project delay root cause analysis that would be visibly useful.
- Distinguish symptoms from causes when cause analysis underperforms.
Cause analysis: change control and variation
2 sessions · 8 pointsSession 1Estimating cause analysis without anchoring on the answer wanted
- Estimate the resource project delay root cause analysis requires to run as designed.
- Confirm that reporting on cause analysis reaches the people who can act.
- Rank the weaknesses in project delay root cause analysis by consequence rather than by ease of fixing.
- Define the decision gates for cause analysis and what evidence each requires.
Session 2Building a schedule for project delay root cause analysis with a real critical path
- Draft the minimum viable delivery plan for project delay root cause analysis.
- Measure progress on cause analysis by value earned, not tasks ticked.
- Plan handover of project delay root cause analysis to the team that will operate it.
- Manage supplier performance on cause analysis against contract, not goodwill.
Cause analysis: estimating cost and effort
2 sessions · 8 pointsSession 1The decisions in cause analysis that cannot be delegated
- Define acceptance criteria for project delay root cause analysis in advance.
- Identify the data already collected that bears on cause analysis.
- Name a single owner for each element of project delay root cause analysis.
- Agree the escalation threshold for cause analysis in advance.
Session 2Pricing every change to cause analysis
- Identify where judgement in project delay root cause analysis is legitimate and where it is not.
- Identify the critical path through cause analysis and the float elsewhere.
- Compare resource demand from project delay root cause analysis against other commitments.
- Register the risks to cause analysis with owner, probability and impact.
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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