Managing Multiple Projects – Planning, Scheduling & Allocating Resources for Competitive Advantage

Managing Multiple Projects:

Planning, Scheduling & Allocating Resources for Competitive Advantage

OBJECTIVES

• Protect the investment of the organization in capital-intensive assets
• Apply discounted cash flow analysis to project evaluations
• Evaluate and rank various project alternatives using tools such as NPV, IRR, BCR, Equivalent Annual Value/Cost
• Use qualitative and quantitative methods to assess the exposure of projects and program to particular risks in real and measurable terms
• Determine the resource requirements for various concurrent projects
• Control the annual investment budget for a number of projects so as to prevent a large over or under-runs at the end of the financial year
• Manage the inter-project relationships
• Provide practicing project and program personnel, technical leaders and owner/sponsors with the skills and knowledge to successfully manage concurrent projects

WHO SHOULD ATTEND?

• This session is designed for program and project professionals, project leaders, project engineers, cost engineers, and other senior project control and business services professionals who are responsible for or involved in multiple project management, program management or portfolio management
• It is also designed for experienced project staff who work in an environment where they manage multiple projects which frequently compete for resources within or outside of the performing organization

COURSE OUTLINE

DAY 1 – Strategic Business Environment

Corporate Strategy and the Project Portfolio

• Multiple Projects: Related and non-Related Projects
• Program (Multiple Project) Management Framework
• Corporate Strategy and Organizational Projects
• Setting the Stage for Project Alignment with Strategy
• Developing a Strategic Management Plan
• The Strategic Management Process
• Environmental Analysis and Portfolio Development
• Objective Directed PM Process
• The Aggregate Strategic Project Plan

Portfolio Management

• Developing Strategic Business Criteria for Project Evaluation
• Linking Business Strategy and Multiple Projects
• Establishing Weighted Scoring Models

Structures, Systems and Processes – The PMI Standard for Program Management

• Integrated Enterprise Project Planning and Management Cycle (IPPMC)
• Program Management and Portfolio Management
• Program Management and Project Management
• Program Management in Organizational Planning
• Program Governance
• The Program Life-Cycle
  • Benefits Management
  • Stakeholder Management
  • Program Governance through Phase-Gate Reviews
• Program Management Life-Cycle Phases
  • Pre-program set up
  • Program set up
  • Program Management and Technical Infrastructure
  • Program Close-Out
• Development of Corporate Structures for Program Management
• Integration of Functional Departments

DAY 2 – Programe (Multi-Project) Evaluation

Basic Tools for Financial Evaluation

• Simple Project Payback Period
• Time Value of Money
• Simple and Compound Interest
• Appraisal Methods – Discounted Cash Flow Projections
  • Net Present Value Analysis (NPV)
• Time Equivalence
  • Comparing Projects with Equal Lives
  • Comparing Projects with Unequal Lives

Rate of Return Computations (IRR)

• Determining the Internal Rate of Return (IRR)
• IRR for a Single Project
  • IRR for a Single Project Using Present Worth
  • IRR for a Single Project Using Annual Worth
• Incremental Analysis
  • Mutually Exclusive Projects
• Using IRR to Analyze Options with Different Lives

Benefit-Cost Ratio (BCR)

• Costs, Benefits, and Non-benefits
• Estimating the Benefit-Cost Ratio for a Single Project
• Comparing Mutually Exclusive Projects Using Incremental Benefit-Cost Ratios

Cost of Capital Computations

• Estimating the Cost of Capital for Projects
  • The Cost of Debt Capital
  • The Cost of Equity Capital
  • Weighted Average Cost of Capital (WACC)
  • Financial Gearing (Structuring)

DAY 3 – Program Risk and Asset Management

Program Risk Analysis and Management

• Program Risk Identification
• Integrated Risk Analysis
• Integrated Risk Mitigation Strategies
• Risk Management Model
• Establish Risk Context
• Strategic Environment
• Quantitative Risk Analysis
• Risk Strategy Development and Implementation
• Risk Monitoring & Control
• Risk Management Plan

Resource and Asset Management

• Monitoring and Controlling Costs across Multiple Projects
  • Integrated Material Purchases
  • Integrated Labour Procurement
  • Integrated Allocation of Equipment
  • Monitoring Profitability of Multiple Projects
• Monitoring Profitability of Multiple Projects

DAY 4 – Program Planning, Scheduling & Control

Program Planning, Scheduling and Control

• Master Program Schedule
• Integrated Milestone Schedules
• Integrated Labour Allocation
• Integrated Equipment Allocation
• Integrated Cost Allocation
• Multi-Project Progress and Cost Monitoring

Integrated Earned Value Management

• Tracking Multiple Project Progress
• Program (Multiple Project) Management Reporting
• Integrated Earned Value (EV)
• Combining Schedule and Costs
• Project Status Report
• Schedule Variance (SV)
• Cost Variance (CV)
• Schedule Performance Index (SPI)
• Cost Performance Index (CPI)

DAY 5 – Tools to Management Multiple Projects

Tools in Building an Integrated Multi-Project Management System

• Organization-wide Project Management System
• Program/Portfolio Planning and Development System
• Resource Management System
• Program Information Technology System
• Product/Service Development Process
• Interface Management Processes
• Program Monitoring and Control System
• Change Management System
• Program Evaluation System
• Enterprise Software Management Tools
• Applications in Multiple Project Environment