Course Details
Project Management
31 Oct 2013
Professional Development
Project Management
Organisation Development Institute Limited
Organisation Development Institute Limited Unit 3A 41 Sir William Pickering Drive Christchurch
Two Days
9:00 AM - 5:00 PM
9:00 AM - 5:00 PM
$1,350.00
ACENZ or CRMBA member fee $1,147.50 excl GST
ACENZ or CRMBA member fee $1,147.50 excl GST
The aim of this two-day workshop is to introduce the discipline of project management, including planning and control.
This workshop addresses the leadership behaviours of Collaboration and Planning on our Leadership Competencies Framework.
Project management has evolved over the past four decades as a method by which one can manage complex multidisciplinary efforts of a technical or non-technical nature. This workshop introduces this extremely useful technique to novices and to seasoned practitioners in a structured manner.
The key tasks of the project manager, namely planning the project and controlling the execution of the work, are dealt with by using a total process-based view of the project over its total life as a point of departure. In this way all management and supporting functions, such as contracting, team building, conflict management, etc are put into an overall perspective and are related to one another.
This workshop qualifies for NZ Trade and Enterprise's Capability Development Voucher Scheme.
Target Audience
This workshop is for those who have, or are about to have, responsibility for managing projects at any level. It assumes that participants have no previous formal training in project management. It is not focused to any particular sector or industry, and as such, is applicable for any industry, the private and public sectors, for-profit companies and not-for-profit organisations, and any individual or organisation wishing to develop a more strategic, focused and managed approach to delivering projects.
Learning Outcomes
By the end of this workshop, you will be able to:
■understand the total project life cycle within a wider business context
■communicate regarding this topic in a standardised terminology
■define the work content of a project
■plan all the project functions
■control the project in terms of cost, schedule and deliverables
■deal with issues such as staffing, contracts, conflict, etc that support the project management effort
■be aware of parameters to sensibly select project management software.
Content
Project Definition:
■Principles of project management and where they may be applied
■Components of the total project life cycle and why each is needed
■Establishment and control of contractual, cost, schedule and performance baselines
■Definition of a work breakdown structure for a project
Project Planning:
■Preparation of a statement of work
■Allocation of resources to tasks
■Definition of task logic (programming the project)
■Allocation of time as a resource (scheduling the project)
■Preparation of a project budget
Project Control:
■Cost control by determining cost variance
■Schedule control by determining schedule variance
■Control of the technical/deliverable aspects of the project
Testimonials
■"Sometimes these courses sound great, but end up being a series of headings which just sum up the original question. Piet had real substance to his course."
■"Easy to follow course set at a comfortable learning pace by a terrific presenter."
■"Very real world approach makes the adoption of the learning easy to envisage."
■"Was one of the best presented courses I have attended for many years."
■"Course was great and venue was excellent."
■"A course many people running any project should attend."
■"Overall very good. Piet, I especially liked the development of a logical approach to starting and running a project. Personally I liked your style and sense of humour. Well done."
■"This course gave me a very good understanding of projects and the basics of how they work. This will assist me in my role and further career development."
■"I think the course content was great and delivered in a way which drew the theory into a practical world.
■"I enjoyed the humour, changing pace of delivery. Piet did a fabulous job of gauging the mood of the group and adapting accordingly."
■"Interesting and well presented. My challenge is to effectively implement it!"
■"Very useful and learned a lot about budgeting and the importance of closing a project out properly."
■"The course was well run and its content was stimulating."
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This workshop addresses the leadership behaviours of Collaboration and Planning on our Leadership Competencies Framework.
Project management has evolved over the past four decades as a method by which one can manage complex multidisciplinary efforts of a technical or non-technical nature. This workshop introduces this extremely useful technique to novices and to seasoned practitioners in a structured manner.
The key tasks of the project manager, namely planning the project and controlling the execution of the work, are dealt with by using a total process-based view of the project over its total life as a point of departure. In this way all management and supporting functions, such as contracting, team building, conflict management, etc are put into an overall perspective and are related to one another.
This workshop qualifies for NZ Trade and Enterprise's Capability Development Voucher Scheme.
Target Audience
This workshop is for those who have, or are about to have, responsibility for managing projects at any level. It assumes that participants have no previous formal training in project management. It is not focused to any particular sector or industry, and as such, is applicable for any industry, the private and public sectors, for-profit companies and not-for-profit organisations, and any individual or organisation wishing to develop a more strategic, focused and managed approach to delivering projects.
Learning Outcomes
By the end of this workshop, you will be able to:
■understand the total project life cycle within a wider business context
■communicate regarding this topic in a standardised terminology
■define the work content of a project
■plan all the project functions
■control the project in terms of cost, schedule and deliverables
■deal with issues such as staffing, contracts, conflict, etc that support the project management effort
■be aware of parameters to sensibly select project management software.
Content
Project Definition:
■Principles of project management and where they may be applied
■Components of the total project life cycle and why each is needed
■Establishment and control of contractual, cost, schedule and performance baselines
■Definition of a work breakdown structure for a project
Project Planning:
■Preparation of a statement of work
■Allocation of resources to tasks
■Definition of task logic (programming the project)
■Allocation of time as a resource (scheduling the project)
■Preparation of a project budget
Project Control:
■Cost control by determining cost variance
■Schedule control by determining schedule variance
■Control of the technical/deliverable aspects of the project
Testimonials
■"Sometimes these courses sound great, but end up being a series of headings which just sum up the original question. Piet had real substance to his course."
■"Easy to follow course set at a comfortable learning pace by a terrific presenter."
■"Very real world approach makes the adoption of the learning easy to envisage."
■"Was one of the best presented courses I have attended for many years."
■"Course was great and venue was excellent."
■"A course many people running any project should attend."
■"Overall very good. Piet, I especially liked the development of a logical approach to starting and running a project. Personally I liked your style and sense of humour. Well done."
■"This course gave me a very good understanding of projects and the basics of how they work. This will assist me in my role and further career development."
■"I think the course content was great and delivered in a way which drew the theory into a practical world.
■"I enjoyed the humour, changing pace of delivery. Piet did a fabulous job of gauging the mood of the group and adapting accordingly."
■"Interesting and well presented. My challenge is to effectively implement it!"
■"Very useful and learned a lot about budgeting and the importance of closing a project out properly."
■"The course was well run and its content was stimulating."
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Associate Professor Piet Beukman, FIPENZ, AFNZIM, has 35 years international experience in the field of engineering, technology management and commercialisation of technology, as well as training at university and industry level. He is highly regarded in New Zealand and internationally as a practitioner with a sound track record of achievement who uses a practical, but rigorous, approach.
Piet’s experiences are many and varied and include being the Chief Engineer of an airline, Systems Development Advisor to the South African Air Force, 20 years working in the South African defence, marine consulting engineering and aerospace industries, and Director of Technology Commercialisation at the University of South Australia. He was instrumental in the establishment of the Canterbury Innovation Incubator and Christchurch's Recovered Materials Foundation, taking the project from concept to being its founding CEO.
Piet is currently Director of the Master of Engineering Management programme and a former director of the Master of Business Administration (MBA) at the University of Canterbury. Piet mentors CEOs, consults with businesses and he also delivers training workshops.
He has presented numerous short courses and custom in-house workshops for local and international organisations including technology companies, district and city councils, electricity companies, infrastructure companies, government departments, and sports organisations.
Piet has developed a unique training style that combines underlying theory, practical examples and case studies into an integrated programme. He believes that learning should take place in a relaxed and friendly environment and that underlying principles should be taught first, before specifics, applications or tools are addressed. Participants therefore gain a thinking framework that can be readily remembered and applied over a wide spectrum in the workplace.
Courses
■Contract Management
■Demystifying Strategy: Formulating Strategies that Actually Work
■Innovation - Not an Abstract Goal
■Leadership Development Programme
■Project Leadership
■Project Management
■Risk Management
■Strategic Management
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Piet’s experiences are many and varied and include being the Chief Engineer of an airline, Systems Development Advisor to the South African Air Force, 20 years working in the South African defence, marine consulting engineering and aerospace industries, and Director of Technology Commercialisation at the University of South Australia. He was instrumental in the establishment of the Canterbury Innovation Incubator and Christchurch's Recovered Materials Foundation, taking the project from concept to being its founding CEO.
Piet is currently Director of the Master of Engineering Management programme and a former director of the Master of Business Administration (MBA) at the University of Canterbury. Piet mentors CEOs, consults with businesses and he also delivers training workshops.
He has presented numerous short courses and custom in-house workshops for local and international organisations including technology companies, district and city councils, electricity companies, infrastructure companies, government departments, and sports organisations.
Piet has developed a unique training style that combines underlying theory, practical examples and case studies into an integrated programme. He believes that learning should take place in a relaxed and friendly environment and that underlying principles should be taught first, before specifics, applications or tools are addressed. Participants therefore gain a thinking framework that can be readily remembered and applied over a wide spectrum in the workplace.
Courses
■Contract Management
■Demystifying Strategy: Formulating Strategies that Actually Work
■Innovation - Not an Abstract Goal
■Leadership Development Programme
■Project Leadership
■Project Management
■Risk Management
■Strategic Management
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