Managing a project is much like managing any other business effort. The key functions are planning, organizing and controlling the effort for it to be successful. A successful project is a quality product that meets the product’s specifications, stays within its budget and is delivered on schedule. Over the last thirty years, the study of project management has become commonplace. Almost all college business majors and most engineering students are given an introduction to project management. The primary problem with much of the education on project management is the emphasis has historically been on the first two managerial functions, planning and organizing.
There are numerous examples of projects that have been well planned and organized initially, but when consistent control over all the elements is lacking throughout the project duration, the project failed. The ability to control projects is dependent on the ability of project management to obtain accurate, timely information and convert it into the required actions. This capability is usually described as an information and control system. To aid in the management of the program, this system should be in place as the project begins.
Salvo Global’s 3-day “Integrated Project Control” Master class enables project professionals to master practical strategies and tools to achieve integrated scope, budget, and schedule management so as to deliver successful projects.
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 certifi ed Project Management Professional. He was also a Chartered Member of the Portuguese Association of Engineering. Dr. Rodrigues was the founding president of the PMI Portugal chapter and was a PMI Component member 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.