Project Management

Structured Project Management Methodology: Foundation and Practice

A practical programme in structured project management methodology for professionals who are accountable for results, not just awareness.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Structured Project Management Methodology: Foundation and Practice
5days

About the programme

Course Overview

The estimate for structured project management methodology that nobody challenged is usually the one that fails. Scope on management methodology expands through small agreements made in isolation. Participants take away a working set of documents supporting this strand of project and portfolio delivery, ready to be adapted internally. The content is relevant to those who own structured project management methodology and to those who are held accountable for its results. Discussion is anchored to worked examples of the project and portfolio delivery capability rather than to abstract argument. Content is organised around the decisions practitioners actually face in management methodology, not around theory headings. Across sectors, teams that rehearse structured project management methodology outperform teams that only plan it. Buying a tool rarely fixes management methodology; the underlying capability has to be built internally first. The course ends by identifying what the participant will stop doing to make the project and portfolio delivery discipline sustainable.

Expected Learning Outcomes

  • Manage stakeholders of structured project management methodology according to influence and interest.

  • Assess the current state of management methodology against a structured set of criteria rather than impressions.

  • Distinguish the parts of structured project management methodology that must be standardised from those that require judgement.

  • Design the governance and decision rights for management methodology.

  • Structure records of structured project management methodology so that they answer the questions an auditor will actually ask.

  • Assess whether management methodology should continue at each decision gate.

  • Recover structured project management methodology when it is behind, without pretending it is not.

Who Should Attend

  • Risk managers supporting structured project management methodology.

  • Experienced practitioners formalising an approach to management methodology that has grown up informally.

  • Team members preparing to take on project responsibility for structured project management methodology.

  • Project sponsors accountable for the outcome of management methodology.

  • Managers in small and medium organisations who own structured project management methodology alongside other duties.

  • Planners and schedulers building the timeline for management methodology.

Course Modules

Open any module to see its sessions and topics.

01

Structured project management methodology: scope definition and exclusions

2 sessions · 8 points

Session 1Building a schedule for structured project management methodology with a real critical path

  • Arrange the handover of structured project management methodology so capability survives staff changes.
  • Name a single owner for each element of management methodology.
  • Agree the escalation threshold for structured project management methodology in advance.
  • Define how the benefit from management methodology will be measured after closure.

Session 2Who answers for management methodology, and to whom

  • Map stakeholders of structured project management methodology by influence and current level of support.
  • Define acceptance criteria for each deliverable of management methodology.
  • Define the trigger that would require structured project management methodology to be redesigned.
  • Write the scope statement for management methodology including explicit exclusions.
02

Management methodology: governance, gates and decision rights

2 sessions · 8 points

Session 1Closing out management methodology and capturing what was learned

  • Agree what will be standardised in structured project management methodology and what will not.
  • Prepare the recovery plan for management methodology before it is needed.
  • Archive the decision record for structured project management methodology so successors understand it.
  • Check that management methodology still works when volumes rise unexpectedly.

Session 2Recovering management methodology when it is behind

  • Map the handovers in structured project management methodology between functions and secure them.
  • Build reporting on management methodology that surfaces problems while they are small.
  • Build the internal briefing that explains structured project management methodology to those affected.
  • Estimate management methodology using two independent methods and reconcile the difference.
03

Management methodology: stakeholders, communication and support

2 sessions · 8 points

Session 1The risks to management methodology nobody wants to raise

  • Compare the cost of structured project management methodology with the cost of its absence.
  • Hold a lessons session on management methodology while memory is accurate.
  • Anticipate the objections structured project management methodology will raise and prepare the answers.
  • Identify the data already collected that bears on management methodology.

Session 2Pricing every change to structured project management methodology

  • Reduce the variation in how structured project management methodology is carried out between teams.
  • Record what was learned when management methodology did not go as planned.
  • Review whether structured project management methodology is aligned with the objectives of the project.
  • Collect evidence on the present handling of management methodology before proposing changes.
04

Management methodology: estimating cost and effort

2 sessions · 8 points

Session 1Decision gates on management methodology that can actually stop it

  • Register the risks to structured project management methodology with owner, probability and impact.
  • Define the decision gates for management methodology and what evidence each requires.
  • Manage supplier performance on structured project management methodology against contract, not goodwill.
  • Agree the indicators that will show whether management methodology is improving.

Session 2What to measure in management methodology and what to ignore

  • Build the work breakdown for structured project management methodology to a level that can be estimated.
  • Review at each gate whether management methodology should continue at all.
  • Set the review interval for structured project management methodology and who attends.
  • Set the change control process for management methodology and require cost and time 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

We will contact you within one business day to confirm.

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