Detailed Course Outline

A. What are the Best Practices in Project Management?
We explore the results of the most comprehensive study ever conducted to determine which A/E project management practices lead to the highest levels of project budget performance and client satisfaction.

B. Developing a Work Breakdown Structure, Organizational Breakdown Structure and Accounting Breakdown Structure. 
We dig into how these basic principles work on large, complex projects. This section ends with a team workshop to critique the WBS, OBS, and ABS from a case study project.

C. Developing a Project Management Plan.
We start with a team workshop in which each team selects a case study project that is similar to the ones they typically manage. Each team works through the key elements of a PMP using PSMJ’s Excel tools. This section then concludes with a mock negotiation in which a team representing the owner negotiates with a team representing the consultant.

D. Understanding and Managing Your Clients.
We review management from the personal perspective of two A/E firm principals who later became clients – one in the private sector and one in the public sector. (Their observations and recommendations may surprise you!)

E. Improving Your Delegation and Team Leadership Skills.
We discuss the three major barriers to better delegation and then the attendees form work teams to perform an after-action review on a failed delegation. These teams then participate in a workshop to create a delegation plan for a task on the case study project they selected for the previous workshop. This section wraps up with the latest research on what project managers can do to create a great project team. 

F. Controlling Budgets and Schedules.
Following a brief review of the Earned Value process, attendees form into teams and review project status graphs of actual situations. Each team then determines the schedule and budget status and assesses possible causes and remedies for each project.

G. What Every PM Must Know About Financial Management. 
We take attendees beyond the project financial management issues and moves into key elements of firm or business unit financial management. This includes a discussion about which key performance indicators most drive profitability and cash flow. This section concludes with attendees benchmarking the performance of their firms with that of similar firms for these key performance indicators.

H. Project Management in the A/E Industry: What Can We Expect Tomorrow.
We look at how project management will change as our industry moves more toward such emerging practices as design-build, BIM, and IPD. This section also presents specific recommendations for project managers to be successful on these kinds of projects.


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