46 Project Management Professional (PMP) courses in Manchester

The aim of this course is to provide an overview of the principles and practice for leading and managing a portfolio of smaller projects in a multi-project / multi-task environment. It presents a range of practical methods and techniques relevant to the smaller project scenario, using exercises and case studies to show how these can be applied. The scope of the programme includes: The course also emphasises the importance of the leadership and team-working skills needed by project managers and team members in carrying out their roles. The principal training objectives for this programme are to: * Explain and demonstrate the key principles of successful project management * Demonstrate a range of useful project management tools and techniques * Define the role, and help participants understand the skills required by, the project leader * Provide a structured framework to help participants manage multiple projects * Identify opportunities to improve project management within the organisation DAY ONE 1 INTRODUCTION (COURSE SPONSOR) * Why this programme has been developed * Review of participants' needs and objectives 2 MANAGING SMALLER PROJECTS * Projects and project management * Lessons from past projects; the essential requirements for success * Differences between projects; characteristic project life cycles * Key issues and challenges of smaller projects * The multi-project world; project portfolio management 3 PROJECT EXERCISE * Syndicate teams plan and manage a small project * Review of the project exercise: What are the keys to successful management of small projects? 4 SETTING UP THE PROJECT * Getting organised * Managing the definition process * Identifying and managing project stakeholders * Working with the customer to define the scope and agree deliverables 5 CASE STUDY 1 * Defining the project scope and deliverables * Syndicate teams define the scope and deliverables for a typical project 6 PROJECT PLANNING * The importance and cost benefit of effective planning * Planning the plan; deciding how detailed a plan to create * Packaging the work and estimating timescales and costs * Developing project / resource schedules; setting milestones for control v * Identifying and managing critical path activities 7 CASE STUDY 2 * Creating the project plan * Syndicate teams develop and analyse the project plan DAY TWO 8 MANAGING PROJECT RISKS * Identifying risks to the project outcome, timescale and cost * Evaluating risks and adopting an appropriate risk strategy * Defining risk ownership; keeping a simple risk log * Keeping risk management up to date; staying pro-active * Integrating planning and risk management 9 PROJECT CONTROL * Managing change, minimising scope creep * Selecting the data needed to provide early warning of problems * Monitoring performance easily with 'S' curves and slip charts * Using trend forecasting to assess true project status * Running project review meetings 10 MANAGING A MULTI-PROJECT PORTFOLIO * Understanding the world of multiple projects * Establishing ownership of project / programme management * Classifying projects and creating the 'master schedule' * Defining and applying project lifecycle management * Resource management: essential pre-requisites and mechanisms * Project prioritisation criteria and techniques; pain / gain analysis 11 MANAGING THE MULTI-PROJECT TEAM * Characteristics of small project teams / part-time team membership * Clarifying line and project management responsibilities * Implementing effective manpower planning * Establishing professional working practices in the team * Developing project management competences in the team * Establishing team roles and integrating team members 12 COURSE REVIEW AND TRANSFER PLANNING (COURSE SPONSOR PRESENT) * Identify actions to be implemented individually * Identify corporate opportunities for improving project management * Sponsor-led review and discussion of proposals * Conclusion

All organisations today operate in an environment of constant and rapid change. Managing this change effectively is often achieved through a portfolio of formal projects. Many organisations today have qualified and experienced project management staff to run their projects. Some organisations today have dedicated functions, staff or processes to support their project management teams. The very largest organisations have in-house Enterprise Programme Offices, or project management specialists in corporate audit or risk functions; or organise 'Red Team Reviews' of a project by other staff with project management experience who are not participating in the reviewed project. But for many mid-size businesses and SMEs - and even some larger organisations - these resources are simply not available. For them, having access to external expertise to assure project management disciplines and to coach project managers can be a major contributor to project success. Such reviews can take place at project initiation; at major stage-gates (especially if significant capital is to be committed at the stage-gate); or at any other time if concerns arise concerning project quality, cost or timescales. And it is for those organisations that we offer the necessary expertise, on an ad hoc basis, in reviewing projects and coaching senior project management staff. A document review and workshop led by one of our consultants can help you assess whether: * The strategic goals and priorities for the project are clear and being addressed * Governance of the project within the business is defined and being effectively executed * Project roles and responsibilities are clear and effective * The credibility and robustness of the project plan can be enhanced * Performance measures and reporting procedures are effective * Critical risks are identified and being managed and contingencies are agreed * The roles, responsibilities and capabilities of the key players in the project team are fit for purpose * Budgets are realistic and costs being managed effectively * Communication and change management activities are effectively planned and being executed At your discretion, you can capture the outcomes from the workshop for yourselves, in terms of identifying opportunities for improvement, or you can have our consultant write a report and make recommendations to you.

Where should management effort be directed? In controlling costs and ensuring proper engineering in live projects? - yes, of course, but true cost control comes by understanding, eliminating and minimising risk prior to a business committing any funds. This course studies the stages required for practical financial and business appraisals of projects and capital expenditure. This course has two primary objectives: * To impart the knowledge and skills required to ensure as risk-free as possible expenditure of that scarce resource, cash - the investors', governments' or shareholders' money must not be squandered * To improve the quality of the appraisal process in the widest sense - demonstrating how the process of project and capital expenditure appraisal can be used to dramatically improve cost control and deliver as risk-free as possible expenditure As a result of the course, participants will be able to: * Understand the economics of appraisal * Be in control of their projects from the start * Understand the economics of their projects - and devise the most appropriate mode * Carry out sensitivity analysis and identify risk * Improve their methods of appraisal and approach * Focus on the risk areas and take out risk and control costs before they over-run The benefits of attending this course will be demonstrable from day one. Thorough appraisals and risk assessment follow through to success in project management and detailed cost control and project management. 1 INTRODUCTION * Why appraise? * Taking risk out of investment * The short- and long-term results of not appraising business expenditure 2 DEVELOPING AN APPRAISAL PROCESS * The process - overall and stage-by-stage objectives * Understand business and technical risks * Manage resources and time * Do you invest enough time and effort at this stage? * Take out the risks - control costs before you are committed to contracts and action * Checklists 3 APPRAISAL ARITHMETIC * Review of the arithmetic of appraisal * The time value of money * The effects of different interest or required rates * The effects of inflation (or deflation) in prices and costs * Understanding the economics of appraisal is essential 4 APPRAISAL MEASURES * Meaning and use of appraisal measures * Identifying the most appropriate measures for your particular business * Payback * Discounted cash flow measures - NPV and IRR * Other measures - FW, AW, Profitability Index * The meaning of the measures and their application in practice 5 COST BENEFIT ANALYSIS * The effect on decision-making of more intangible benefits * Cost benefit analysis * Ensuring costs are genuine * Measuring intangible benefits * Environmental issues * Consideration of intangible benefits in the appraisal decision-making process 6 DEVELOPING APPROPRIATE MODELS * Developing models - examples of spreadsheet models and measures for many different situations * Modelling investment opportunities - summarising outcomes * Sensitivity analysis - identifying, quantifying and taking out risk 7 DEVELOPING AN APPRAISAL PROCESS * The process - managing risk from the outset * Using the process in risk management, negotiating and project management * Take out risk by thoroughly knowing your project - developing your own process

The leadership role of the project manager is increasingly recognised as a key determinant in delivering success. These skills can often be critical in project situations, where tight budgets and deadlines demand the highest levels of team performance and where the working environment presents fresh challenges on a daily basis. This programme focuses on the leadership skills required of project managers and will benefit anyone involved in managing projects large or small wishing to extend or enhance those skills. The objectives of this programme are to help the participants: * Understand the significance of leadership skills to the project manager and the impact of these skills on project performance * Review the key skills needed to be an effective 'multi-dimensional' project leader and learn how to develop, adapt and apply them in practice * Learn how to identify the preferred leadership style for the context and organisational culture of a project and how to develop personal style versatility * Understand the role of the project leader in building an effective team and the skills required to promote and sustain team performance * Gain a better understanding of the interpersonal skills needed to motivate individual team members and harness the full potential of the team DAY ONE 1 INTRODUCTION * Aims and objectives * Personal objectives 2 PROJECT MANAGEMENT AND LEADERSHIP * What is a leader? How much can leadership be learned? * The project environment and the impact of leadership skills * The characteristics of high performance project teams and their leaders 3 PRINCIPLES OF EFFECTIVE LEADERSHIP * Some useful models and theories of leadership explored * Types of leadership; choosing how to use leadership power * Evaluating personal leadership style; how to develop style flexibility 4 SYNDICATE CASE STUDY: LEADERSHIP IN ACTION * Review of the role of leadership in a contemporary project * Feedback and plenary discussion: effective project leadership 5 TEAM EXERCISE: LEADERSHIP SKILLS OF THE PROJECT MANAGER * Teams compete in performing a project simulation * Project review and feedback * Discussion of the outcome: role and skills of the project leader 6 LEADERSHIP SKILLS FOR PROJECT MANAGERS * The 3 dimensions of project leadership: inwards, outwards, and upwards * The vital role of communication skills and how to develop them * Developing a 'project vision': strategic thinking skills * Understanding others; emotional intelligence skills * Being a visible leader; behavioural and influencing skills * Building effective relationships; the importance of trust and respect DAY TWO 7 LEADING THE PROJECT TEAM * The role of leadership in developing team performance * Understanding individual strengths; recognising team role preferences * Managing conflict and promoting positive team dynamics * Setting standards, maintaining discipline and rewarding performance * Harnessing team potential: building motivation within the team * Promoting team learning; the team leader as coach / mentor 8 LEADING THROUGH THE ORGANISATION * Gaining the support others; developing effective influencing skills * Getting empowerment from key stakeholders * Knowing when and how to take the initiative and lead * Building and maintaining rapport with key partners * Becoming an effective team player in leadership teams * Becoming a business leader; leading colleagues and co-workers 9 TEAM EXERCISE: LEADERSHIP AND NEGOTIATION * Teams engage in a negotiation exercise * Exercise review and feedback * Discussion of the outcome: negotiation skills of the project leader 10 NEGOTIATION SKILLS FOR PROJECT LEADERS * Characteristics of effective negotiators * Classic problem behaviours and mind-sets to avoid * Getting to win-win; building partnership and trust 11 LEADING MORE SENIOR STAKEHOLDERS * The challenges and skills of leading and managing upwards * Communicating with more senior stakeholders; building credibility * Negotiating upwards: knowing when and how * The role of networking skills; building and maintaining rapport * Handling disagreements; the art of diplomacy * Handling personality and style conflicts with more senior people

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