Advanced Project Scheduling and Delay Management

In a business environment increasingly pressured by time efficiency as a key competitive advantage, schedule management in projects and programs has become a critical competency. However, project and program scheduling it is still an immature discipline in many project-based organizations. Schedules are very often developed based on empirical approaches, without following well-established international standards and best practices. Many organizations do not develop their own internal scheduling standards to support time management in their projects and programs. Therefore, project and program professionals involved in developing and using schedules for management purposes often are not qualified and do not have the necessary knowledge, skills and expertise to make adequate use of schedule models to support management decisions aimed at making projects and programs to deliver the scope and benefits on time.

Despite this scenario, scheduling is at the birth of Project Management as a management discipline on its own right. Meeting challenging and important time objectives was at the cradle for the development of Project Management back in the 20s with the emergence of the Gannt Chart, and later in the 50s with the project network diagrams, based on computer power, in particular the Precedence Diagramming Method and the Critical Path Analysis. These time-management tools and techniques provided the basis for project management to develop as management disciplined grounded on scientific principles. Nowadays, any software tool or system that claims to support project management has as its core a schedule engine supporting various schedule analysis functionalities, ranging from simple critical path analysis, resource leveling, down to advanced Monte Carlo simulation for risk analysis. Yet, the benefit of all these powerful functionalities rests on the validity and quality of properly developed and maintained schedules. And this can only be achieved by equipping stakeholders with the required understanding, knowledge and expertise about the scheduling discipline. For effective time-management in projects and programs, the adequate level of knowledge of scheduling, or “time mathematics”, must exist at the various organizational levels and must not be confined to scheduling experts working in isolation from the stakeholders who make decisions and form those who execute the project work.

While high-quality schedules developed upfront in projects and programs offer a realistic baseline for managing time objectives, changes and emerging adverse conditions will always threaten these objectives and will generate delays. Being able to properly diagnose the causes of these delays, during and after the project, to devise effective recovery solutions, allocate in a balanced, auditable and transparent manner responsibility amongst the various parties, and to develop valuable lessons learned for the future, is a major goal and benefit of the scheduling discipline.

Proper scheduling requires the consideration of various elements of effective time-management, namely: activity and schedule duration estimation, integration with scope definition and management, establishing activities’ progress criteria, using internal and external dependencies, integration with resource estimation and management, integration with cost estimation and management, integration with risk analysis and management, and integration with communications management, performance reporting and with performance management ultimately sustaining Earned Value Management implementation.

Top Learning Objectives

  • Understand and learn the core principles of the scheduling discipline as applied to the management of projects and programs
  • Know the main international standards and recommended practices for project and program scheduling issued by the most prestigious associations, in particular the AACE International, PMI and CPM
  • Know the AACE International recommended practice RP19-xx “Schedule Classification System”
  • Understand and learn to implement in practice the main scheduling techniques
  • Understand the scheduling core concepts and learn the standard terminology as the basis for effective communication about time management and performance in projects and programs
  • Know and learn how to use in practice the scheduling disciplined to diagnose delays, develop recovery plans, allocate accountability, and develop lessons learned
  • Know and learn how to use in practice the schedule discipline to interact, engage, manage and negotiate with program and project stakeholders
  • Know the professional certifications available in the market related to scheduling in projects and programs
  • Know the potential benefits and requirements of scheduling software tools, and in particular Microsoft Project
  • Understand how how scheduling and program management disciplines

Who Should Attend?

  • Project Controls Manager
  • Project Planners & Schedulers
  • Project Controllers
  • Portfolio Specialists
  • Programme Directors/Managers
  • Project Planners & Schedulers
  • Risk Management Offices Staff
  • Project Management Office Staff
  • Project Team Members
  • Cost Managers
  • Cost Controllers & Engineers
  • Project Sponsors
  • Project Consultants
  • Project Specialists
  • Project Engineers
  • Top Management

Trainer's Background

The Trainer is a distinguished project management expert with over 25 years of experience in delivering advanced project management training and consulting for clients across Europe and other parts of the world. Throughout his career, he has been delivering services for a wide range of international organizations, like Wolkswagen, Motorola, Microsoft, BHP Billiton, Nato, Vale, PMI, British Aerospace, Repsol, Siemens, Bosch Group and many more.

He led and participated in major international projects where he also developed applied scientific research, particularly at British Aerospace (UK) having received, as a result of his work, the Mike Simpson Award (1996) granted by the prestigious British Association Operational Research Society (ORS). He also worked as a consultant and trainer for NATO in an initiative aimed at improving the project management process of NC3A, the NATO Consultation, Command and Control Agency.

He has been leading the implementation of Earned Value Management Systems for project and program control in multi-billion US dollars, specially in the energy, construction and mining sector. He is also a Senior Consultant with the Cutter Consortium (US), belonging to the Agile Project Management Practice.

He is a member of the Project Management Institute and a certified Project Management Professional. He was also a Chartered Member of the Portuguese Association of Engineering. He was the founding president of the PMI Portugal chapter and was a PMI Component Mentor for the EMEA region during 2005 to 2007. He was an active member of the PMI teams that developed the 3rd edition of the PMBOK Guide and the 1st edition of the OPM3 model for organizational project management maturity assessment. He served for two consecutive years in the Congress project Action Team (CopPAT) for the EMEA PMI Global Congress that took place in Prague (2004) an Edinburgh (2005).

In 2009, he was named Project Management Ambassador by the PMForum, having joined the international PM Ambassadors speakers bureau. He was invited in late 2009 by the PMI to join the core team that developed the second edition of the PMI Practice Standard for Earned Value Management to Projects, Programs and Portfolios. In 2012 he was invited to become EVM Ambassador in Europe by the Earned Value Management Europe Association.

The trainer has helped many notable organizations achieve improved performance through training and consulting advise. These include:

• NATO – Brussels and Holland
• ROSATOM
• BHP-Billiton
• South32
• Sonangol
• VALE
• Samarco
• Rio Tinto Mining
• European Patent Offi ce (EPO)
• Vodafone
• ADVA Optical Networking
• British Aerospace
• Peugeot
• NaturalGas Fenosa
• Novozymes
• Microsoft
• HP
• Repsol
• British Petrol (BP)

• Motorola
• North Caspian Operating Company
• Promigas
• GASCO Abu Dhabi National Oil Company
• Portugal Telecom
• Siemens
• Bosch Group
• Gamesa
• Dundee Precious Metals
• ArcelorMittal
• Unicef
• USAID
• PDVSA
• Pacific Rubiales
• Price Waterhouse Coopers
• Vulcano
• Motometer
• Alcatel

• wTVission
• Selenis
• Hovione
• Blaupunkt
• SPI
• Mitsubishi
• Aeroportos de Portugal
• Aeroportos De Mocambique
• Auchan
• WWF
• Petromoc
• Hidrocarbonetos de Mocambique
• CIMPOR
• UNICEF
• Arcelor Mittal
• Project Management Institute
• NCOC
• Casas Bahia

Event Details

13th – 15th March 2019
Makati, Philippines

I would recommend any project management courses or briefing given by the Trainer. He truly turned a course that could have potentially been an extremely dry topic into a positive experience.

NATO
(Belgium and Holland)