1549 Project Management Office (PMO) courses

This two-day programme gives the key insights and understanding of contracting principles and the impact they have on business and operations. The course is designed for individuals involved in or supporting contracting who want to improve their commercial management skills; individuals in functions such as project management, business development, finance, operations who need practical training in commercial management; general audiences wanting to gain a basic understanding of commercial management. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Associate (CCMA) qualification. The programme addresses 31 different subject areas, across the five stages of the contracting process. By the end of the course the participants will be able, among other things, to: * Develop robust contract plans, including scope of work and award strategies * Conduct effective contracting activities, including ITT, RFP, negotiated outcomes * Negotiate effectively with key stakeholders, making use of the key skills of persuading and influencing and to work with stakeholders to improve outcomes * Set up and maintain contract management systems * Take a proactive approach to managing contracts * Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates * Develop and monitor appropriate and robust Key Performance Indicators to manage the contractor and facilitate improved performance * Understand the approvals process and how to develop and present robust propositions * Make appropriate use of best practice contract management tools, techniques and templates DAY ONE 1 INTRODUCTIONS * Aims * Objectives * Plan for the day 2 COMMERCIAL CONTEXT * Explaining the contracting context * Define the key objective * The importance of contact management * Impact upon the business 3 STAKEHOLDERS * How to undertake stakeholder mapping and analysis * Shared vision concept, * How to engage with HSE, Finance, Operations 4 ROLES AND RESPONSIBILITIES * Exploring the key roles and responsibilities of contract administrators, HSE, Finance, Divisional managers, etc 5 INITIATING THE CONTRACT CYCLE * Overview of the contracting cycle * Requirement to tender * Methods * Rationale and exceptions 6 SPECIFICATIONS * Developing robust scope of works * Use of performance specifications * Output based SOW 7 STRATEGY AND AWARD CRITERIA * Developing a robust contract strategy * Award submissions/criteria 8 MANAGING THE TENDER PROCESS * Review the pre-qualification process * Vendor registration rules and processes * Creation of bidder lists * Evaluation, short listing, and how to use of the 10Cs© model template and app 9 TYPES OF CONTRACT * Classify the different types of contracts * Call-offs * Framework agreement * Price agreements * Supply agreements 10 THE CONTRACT I: PRICE * Understanding contract terms * Methods of compensation * Lump sum, unit price, cost plus, time and materials, alternative methods * Cost plus a fee, target cost, gain share contracts * Advanced payments * Price escalation clauses DAY TWO 11 RISK * How to manage risks * Risk classification * Mitigation of contractual risks 12 CONTRACTOR RELATIONSHIP MANAGEMENT SESSION * Effectively managing relationships with contractors, * Types of relationships * Driving forces? * Link between type of contract and style of relationship 13 DISPUTES * Dealing with disputes * Conflict resolution * Negotiation * Mediation * Arbitration 14 CONTRACT MANAGEMENT * Measuring and improving contract performance * Using KPIs and SLAs * Benchmarking * Cost controls 15 THE CONTRACT II: TERMS AND CONDITIONS * Contract terms and conditions * Legal aspects * Drafting special terms 16 MANAGING CLAIMS AND VARIATIONS * How to manage contract and works variations orders * Identifying the causes of variations * Contractor claims process 17 COMPLETION * Contract close-out process * Acceptance/completion * Capture the learning/HSE * Final payments, evaluation of performance 18 CLOSE * Review * Final assessment

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add. This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification. By the end of this comprehensive programme the participants will be able to: * Develop robust contracting plans, including scopes of work and award strategies * Undertake early market engagements to maximise competition * Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes * Understand the legalities of contract and commercial management * Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes * Undertake effective Supplier Relationship Management * Appreciate the implications of national and organisational culture on contracting and commercial activities * Appreciate professional contract management standards * Set up and maintain contract and commercial management governance systems * Take a proactive, collaborative, and agile approach to managing commercial contracts * Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance * Appreciate the cross-functional nature of contract management * Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations * Understand the roles and responsibilities of contract and commercial managers * Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients * Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates * Effectively manage the process of change, claims, variations, and dispute resolution * Develop and present robust propositions * Make appropriate use of best practice contract and commercial management tools, techniques, and templates DAY ONE 1 INTRODUCTION * Aims * Objectives * KPIs * Learning strategies * Plan for the programme 2 THE CONTRACTING CONTEXT * Key objectives of contract management * Importance and impact on the business 3 CRITICAL SUCCESS FACTORS * Essential features of professional commercial and contract management and administration * The 6-step model 4 PUTTING THE 'MANAGEMENT' INTO COMMERCIAL AND CONTRACT MANAGEMENT * Traditional v 'new age' models * The need for a commercial approach * The added value generated 5 DEFINITIONS * 'Commercial management' * 'Contract management' * 'Contracting' * ... and why have formal contracts? 6 STAKEHOLDERS * Stakeholder mapping and analysis * The 'shared vision' concept * Engaging with key functions, eg, HSE, finance, operations 7 ROLES AND RESPONSIBILITIES * Contract administrators * Stakeholders 8 STRATEGY AND PLANNING * Developing effective contracting plans and strategies DAY TWO 1 CONTRACT CONTROL * Tools and techniques, including CPA and Gantt charts * A project management approach * Developing effective contract programmes 2 THE CONTRACTING CONTEXT * Key objectives of contract management * Importance and impact on the business 3 TENDERING * Overview of the contracting cycle * Requirement to tender * Methods * Rationale * Exceptions * Steps * Gateways * Controls * One and two package bids 4 TENDER ASSESSMENT AND CONTRACT AWARD I - FRAMEWORK * Tender board procedures * Role of the tender board (including minor and major tender boards) * Membership * Administration * Developing robust contract award strategies and presentations DAY THREE 1 TENDER ASSESSMENT AND CONTRACT AWARD II - PROCESSES * Pre-qualification processes * CRS * Vendor registration rules and processes * Creating bidder lists * Disqualification criteria * Short-listing * Using the 10Cs model * Contract award and contract execution processes 2 MINOR WORKS ORDERS * Process * Need for competition * Role and purpose * Controls * Risks 3 CONTRACT STRATEGY * Types of contract * Call-offs * Framework agreements * Price agreements * Supply agreements 4 CONTRACT TERMS I: PRICING STRUCTURES * Lump sum * Unit price * Cost plus * Time and materials * Alternative methods * Target cost * Gain share contracts * Advance payments * Price escalation clauses 5 CONTRACT TERMS II: OTHER FINANCIAL CLAUSES * Insurance * Currencies * Parent body guarantees * Tender bonds * Performance bonds * Retentions * Sub-contracting * Termination * Invoicing 6 CONTRACT TERMS III: RISK AND REWARD * Incentive contracts * Management and mitigation of contractual risk DAY FOUR 1 CONTRACT TERMS IV: JURISDICTION AND RELATED MATTERS * Applicable laws and regulations * Registration * Commercial registry * Commercial agencies 2 MANAGING THE CLIENT-CONTRACTOR RELATIONSHIP * Types of relationship * Driving forces * Link between type of contract and style of relationships * Motivation - use of incentives and remedies 3 DISPUTES * Types of dispute * Conflict resolution strategies * Negotiation * Mediation * Arbitration DAY FIVE 1 PERFORMANCE MEASUREMENT * KPIs * Benchmarking * Cost controls * Validity of savings * Balanced scorecards * Using the KPI template 2 PERSONAL QUALITIES OF THE CONTRACT MANAGER * Negotiation * Communication * Persuasion and influencing * Working in a matrix environment 3 CONTRACT TERMS V: DRAFTING SKILLS * Drafting special terms 4 VARIATIONS * Contract and works variation orders * Causes of variations * Risk management * Controls * Prevention * Negotiation with contractors 5 CLAIMS * Claims management processes * Controls * Risk mitigation * Schedules of rates 6 CLOSE-OUT * Contract close-out and acceptance / completion * HSE * Final payments * Performance evaluation * Capturing the learning 7 CLOSE * Review * Final assessment * Next steps

Result Consortium's collaboration with Plymouth Marjon University presents the BSc (Hons) Business Topup [https://www.resultsco.org.uk/bsc-hons-business-topup/], strategically designed to prepare students for the practicalities of the business world. This program delves into the operational intricacies of SME businesses, unraveling the factors contributing to their success and equipping students with the skills to effectively contribute to or establish their own enterprises.  If you have completed two years of a business management university program or hold an equivalent qualification such as a Higher National Diploma (HND), this top-up course offers you the opportunity to attain a bachelor's degree. Tailored by Results Consortium London & Northampton, this specialized business management course is crafted to advance your foundation degree, HND, or a similar qualification in the business field. Over a one-year duration, you will acquire skills essential for a career in international business management.   The key focus areas include organization, strategy, international business, and management. Depending on your preferences, you can opt to specialize in project management, international finance and trade, or even gain proficiency in a new language—a highly valuable asset for managerial roles within multinational corporations. 

Investigate and recognise the role of project sponsor and the importance of the relationship between sponsor and project manager and how this can be improved. -------------------------------------------------------------------------------- COURSE OVERVIEW Duration: 1 day (6.5 hours) This workshop is designed to investigate, understand and develop the role of the project sponsor. By taking elements of effective governance from the guidance published by the APM (Association for Project Management) and Axelos Managing Successful Programmes, an improved project sponsor capability can be developed. The workshop will also explore the importance of the relationship between sponsor and project manager and how this can be improved. Whilst predominately designed for the project sponsor role, there is provision for a discussion with project manager representatives to agree an action plan to improve the delivery of projects within an organisation. OBJECTIVES  By the end of the course you will be able to: * Describe and commit to the role of the Project Sponsor * Identify the key principles of governance that can contribute to success * Describe the environment in which the projects are delivered * Explain the financial and resource constraints within the project environment * Define the criteria used for project selection * Identify the expectations of key stakeholders and develop a clear communication plan to engage with them * Identify and resolve areas of conflict * Describe the relationship with the Project Manager * Create an effective environment and relationship for project success CONTENT INTRODUCTION * The Project Environment * The Principles of Governance * The background to the training ROLES * The Project Sponsor * The Project Manager * The Project Board SPONSOR RESPONSIBILITIES  * Defining Project Selection Criteria and Prioritisation * Business Case and Justification * Finance and Funding * Resourcing the projects * Stakeholder Engagement * Project Governance * Resolving conflict between stakeholders * Benefits Realisation * Capitalising the lessons learned during project reviews DELIVERING SUCCESS * The relationship with the Project Manager and team * Action Plan for the future The workshop will use case studies drawn from previous client projects, both successful and less successful.

Gain practical skills in influencing and decision-making, perfect for anyone working in team-based or project-focused environments, with interactive, hands-on learning. -------------------------------------------------------------------------------- COURSE OVERVIEW Duration: 1 day (6.5 hours) This is a highly interactive and practical course which will help you to use influencing and decision making techniques. This workshop has been specifically designed to give you an opportunity to learn and test a range of influencing and decision making models and techniques. The course is aimed at anyone who interacts with others on a regular basis, especially those in project management disciplines, multi disciplinary, matrix type organisations where healthy debate and challenge are key to achieving optimum resolutions. OBJECTIVES By the end of the course you will be able to: * Utilise a variety of new techniques to enhance your influencing skills * Recognise the impact of non-verbal communication and use it to enhance influencing behaviours * Use language skills necessary to get your message across in an influential way * Apply different techniques for dealing with aggression * Understand VUCA – Volatility, Uncertainty, Complexity & Ambiguous * Use Perception, Bias, Decision Making and Judgement * Understand personal preferences and approaches to Decision Making * Speed read others approach to decision making * Apply Mindsets, Skillsets and Toolsets for decision making CONTENT WHAT IS INFLUENCING? * Sources of power * Influencing skills * Choosing the right approach DEVELOPING SKILLS * Communication skills – the language of influence * Different influencing techniques and when to use them * Having the confidence to challenge * Dealing with confrontation and challenges in a confident manner THE DECISION LIFECYCLE – PERSONAL PREFERENCES * Understand the human facts that influence decision making * Understanding personal preferences and approaches to Decision Making * Understand the impact of Perception, Bias and judgement in decision making * Speed reading others approach to decision making FRAMEWORKS TO PROVIDE CONTEXT FOR DECISION MAKING * Understand the business factors that influence decision making - VUCA * The Cynefin Framework – decision making in complex situations * Understanding which business context, you operate in – simple, complicated, complex or chaotic * Understanding how to decide in complexity PRACTICAL * Practical exercises * Case studies * Personal action planning

Learn how create and structure enterprise projects and programmes. -------------------------------------------------------------------------------- COURSE OVERVIEW Duration: 2 days (13 hours) Our P6 Project Planning and Controls Fundamentals course is an intensive two day course aimed at experienced planners and project controllers who need to use Primavera to create and manage detailed plans. It includes creating EPS levels, projects, WBS levels and detailed activity and resource planning. Experience of project planning and scheduling techniques is essential. OBJECTIVES  By the end of the course you will be able to: * Create a programme structure * Create projects and set project properties * Create programme milestones * Create a Work Breakdown Structure (WBS) * Create detailed plans including activities, links and resources * Progress the schedule * Manage actuals * Customise layouts * Use the reporting tools in Primavera CONTENT PROGRAMME MANAGEMENT   * Creating EPS elements * Defining the programme structure * Navigating the EPS structure * Finding programmes PROJECT MANAGEMENT AND WBS   * Creating projects * Setting project properties * Validating projects * Assigning project codes * Building a work breakdown structure * Creating a WBS structure * Creating WBS elements * Work package management TOP DOWN BUDGETS   * Allocating top down budgets * Budget change PROGRAMMING MILESTONES AND ACTIVITY PLANNING    * Creating programme milestones * Setting constraints * Linking milestones * Scheduling * Using the schedule function * Detailed activity planning * Creating activities * Relationship types * Creating relationships * Adding milestones * Assigning activity codes RESOURCING, WORKLOADS AND BASELINING   * Resource types * Creating resources * Resource attributes * Assigning resources * Switching resources * Split load resource assignment * Reduced hours resource assignment * Checking workload * Reviewing workload * Dealing with resource conflicts * Assignments view * Baselining * Creating baselines * Assigning baselines WORKING WITH LAYOUTS   * Creating layouts * Customising columns * Setting filters * Sorting and grouping * Changing the timescale * Customising the Gantt * Creating activity code breakdown structures PROGRESSING THE SCHEDULES   * Updating task status and remaining duration * Setting the data date MONITORING AND REPORTING   * Exporting and importing information * Primavera standard reports * Creating custom reports * Creating portfolios PRINTING   * Printing your schedule * Printing to other packages

Supporting and engaging with different parts of the organisation and interact with internal or external customer.

Managing teams and projects to meet a private, public or voluntary organisation's goals.

Managing teams and projects in line with a private, public or voluntary organisation's operational or departmental strategy.