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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

Project Risk 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)