CTME | Aerospace Project Management Certificate Details

Courses in the Caltech Aerospace Project Management Certificate Program

Project Organization and Leadership

As a project manager, the ability to skillfully conduct projects within various organizational types (e.g., matrix, functional, line-of-business) is critical. Participants must be able to demonstrate responsibility, leadership, teambuilding and motivational skills, and conflict resolution on a continuous basis, considering the needs of both their organizations and the needs of the organizations they work with. By attending this course, project managers and the project management team learn how to move ahead when conflicting business needs arise.

Upon completion of this two-day course, participants will be able to:

Identify the project manager’s key roles and responsibilities
Survive and thrive in a matrix, functional or line-of-business organization
Build and manage effective cross-functional project teams
Demonstrate leadership competencies and skills
Resolve conflicts within the team and with other constituencies
Build and maintain group motivation while encouraging innovation
Avoid pitfalls that cause projects to fail

Project Costing and Proposal Development

Participants learn how to evaluate project lifecycle cost, schedule, risk and performance; and how and when to respond to proposal opportunities. They practice using different estimating techniques that are appropriate for specific phases of the project life cycle. Participants also learn how to develop the essential elements required to respond to new project opportunities.

Upon completion of this two-day course, participants will be able to:

Understand the relationships between development risk and operational risk and how to trade between them in terms of cost
Understand government acquisition processes (DoD and NASA) and how proposals are evaluated
Understand how estimated project costs and risks impact the decision on whether or not to respond to opportunities
Utilize project selection models, both numeric and qualitative, to evaluate conceptual designs
Apply software cost estimation techniques for each phase of the project
Understand the basic concepts of present value analysis and Life Cycle Costing (LCC)
Apply sensitivity analysis in considering both optimistic and pessimistic cost, risk, and project life projections
Develop the project charter initiating the project

Risk and Opportunity Management

Given all of the uncertainties associated with projects, the ability to manage the many different types of risk is critical to the project's success. Participants learn to recognize the different types of risk encountered and how to appropriately respond to those risks. Attendees will participate in classroom simulations and interactive exercises in this course.

Upon completion of this two-day course, participants will be able to:

Identify what can go wrong on a project during each of its phases
Determine which risks are important and warrant mitigation
Establish cost trades among different mitigation candidates
Identify and avoid duplicated mitigation
Prepare an effective risk statement
Generate strategies to deal with critical risks
Determine the expected value of a mitigation strategy
Determine the size of the contingency reserve for the project
Make decisions under uncertainty and risk

Detailed Project Planning

This course focuses on the key elements of project planning and integration. The project elements include the relationship of plans to government/sponsor requirements, corporate business goals, project objectives and constraints, and project scope. By working through a detailed Work Breakdown Structure (WBS), participants learn how to effectively plan, integrate, and accomplish tasks.

Participants also review the key tools of project planning, such as Program Evaluation and Review Technique (PERT) and the Critical Path Method (CPM). Additional tools participants learn to use include precedence analysis, activity duration estimating, cost planning techniques, and other project plan elements. They learn how DoD and other government agency aerospace capability needs are originated, chosen, acquired and reviewed, and how the planning process must integrate with them.

Participants also learn how to include appropriate verification and validation activities to make sure that they build the project right and build the right project.

Upon completion of this two-day course, participants will be able to:

Define project objectives and develop detailed project plans based on the project charter and statement of work (SOW)
Break large or complex efforts into manageable assignments, including the proper use of Work Breakdown Structures (WBS)
Make projects fit into the Network or System-of-Systems within which it must operate
Properly design and control organizational and technical interfaces with other systems (like ground systems, operations, or maintenance) to prevent unexpected cost growth
Respond appropriately and profitably to government acquisition activities and technical reviews
Use planning and scheduling work tools, including PERT and CPM technique
Understand cost planning and estimating elements and contract management processes essential to complete project planning
Integrate project scope, time, cost and resources plans

Project Monitoring and Control

As project managers, participants must be able to measure the status of the project and resources consumed. Equally important is the ability to compare measurements to projections and standards and utilize this information for diagnosis, reporting and re-planning. Participants learn to analyze their monitoring and control data so they can begin corrective action before it's too late.

As a project matures, change becomes an inevitable part of the project manager’s life. Participants learn how to distinguish between change avoidance and change management, and how to practically deal with the origins of change such as requirement creep, evolving user need, budget adjustment and audit response.

Upon completion of this two-day course, participants will be able to:

Understand trending and forecasting in a project environment
Monitor project progress and problems, utilizing data identification and collection techniques, and measurement and analysis tools
Alter monitor/control techniques appropriately for software-intensive systems
Exercise project control over resources, time, cost, and risk
Report project performance and results in an effective way to project stakeholders
Manage changes and re-plan work when necessary
Follow government-required reporting methods such as Earned Value Management System (EVMS)

Managing Multiple Projects

Participants will learn how to use special methodologies and management techniques to successful complete multiple projects.

Topics

Identifying, classifying, and prioritizing projects for easier management
Constructing a project portfolio
Aligning project strategies and objectives with organizational goals
Identifying areas of inefficiency and opportunities for streamlining and reorganization
Tracking and controlling multiple projects more efficiently
Delegating effectively

Managing the Software Component of Projects

Participants will learn to better manage the software aspects of projects. They will learn practical tools and techniques for managing software development within a broader project context.

Topics

Recognizing and avoiding common software development pitfalls
Planning software-intensive projects
Performing make/buy decisions involving COTS software
Using estimating methods geared for software development
Recognizing and addressing the signals of scope creep
Measuring and tracking technical, schedule, and cost performance
Interfacing with hardware, systems engineering, and other project teams
Recognizing and complying with DoD requirements for software development

Earned Value Management

Participants will learn the "early warning" signals allowing them to predict additional funding needed to complete the job based on cost and schedule performance against the project plan.

Topics

Developing a Work Breakdown Structure (WBS)
Using earned value management (EVM) concepts to plan, schedule, and budget authorized work
Organizing the work into time-phased task plans and work packages
Tracking work package status to obtain cost and schedule variances
Evaluating variances, identifying/resolving problems, and forecasting future performance
Recognizing and complying with DoD requirements and compliance for earned value management (aerospace and defense industry only)