Integrated Project Control
- Understand and learn the core principles of establishing project and program controls
- Know the main international standards and recommended practices for project and program controls issued by the most prestigious associations, in particular the AACE International, PMI and CPM
- Know and understand the AACE International recommended practice RP 60R-10 “Developing the Project Controls Plan”
- Understand the project controls core concepts and learn the standard terminology as the basis for effective communication about performance management in projects and programs
- Understand and learn to implement in practice the main project management processes that provide for effective project controls, namely:
- Scope management
- Resource management
- Schedule management
- Cost management
- Risk management
- Procurement Management
- Financial Management
- Understand the integrative nature of project controls
- Know and learn how to use in practice project controls to assess and diagnose performance, communicate with stakeholders, develop recovery and enhancement plans, and develop lessons learned
- Know and learn how to use in practice project controls to interact, engage, manage and negotiate with program and project stakeholders
- Know the professional certifications available in the market related to project controls in projects and programs
- Know the potential benefits and requirements of software systems that support project controls
In a business environment increasingly pressured by efficiency as a key competitive advantage, implementing effective project controls in projects and programs has become a critical organizational competency.
However, project and program controls still follow an immature process in many project-based organizations. Control metrics and performance indices are very often developed based on empirical approaches, without following well-established international standards and best practices. Another trend is to develop controls solely based on a financial perspective and cash-flow requirements.
Many organizations do not yet establish their own internal standards to support control and performance management in their projects and programs. Therefore, project and program professionals involved in developing and using project controls for management purposes often are not qualified and do not have the necessary knowledge, skills and expertise to make adequate use of metrics models to support management decisions aimed at making projects and programs to deliver the scope and benefits on objectives.
However, project and program Management based on performance measurement is not optional, and it is increasingly demanded by stakeholders and investors. This organizational competency can only be achieved by equipping stakeholders with the required understanding, knowledge and expertise about the integrated project controls. For effective performance-measurement in projects and programs, the adequate level of knowledge of must exist at the various organizational levels and must not be confined to control experts working in isolation from the stakeholders who make decisions and form those who execute the project work.
While high-quality project baselines developed upfront in projects and programs offer a realistic target for managing objectives, changes and emerging adverse conditions will always threaten these objectives and will generate variation. Being able to properly diagnose the causes of these variations during and after the project, devise effective recovery solutions, enhance performance and to develop valuable lessons learned for the future, are the major goal and benefit of effective project controls.
Proper project controls require the consideration of various elements of effective planning and data collection, namely: organizing the project scope via a proper WBS, establishing Control Accounts (CAs) and assigning responsibilities, estimating resources, cost and time, developing a schedule integrated with the WBS, establishing proper resource and cost breakdown structures (RBS and CBS), developing cash-flow models, establishing rules of credit for work progress, risk analysis and management, procurement planning, integration with communications management, performance reporting and ultimately sustaining Earned Value Management implementation.
This course covers exhaustively all the above elements and offers and hands-on approach, with real life examples, to effective project and program schedule development and delay management.
- Project Controls Manager
- Project Controllers
- Earned Value 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
Delegates will receive the Extensive E-copy of Topic-related Reference and hard copies of classroom case studies and exercises.
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, the trainer has been delivering services for a wide range of international organizations, like Volkswagen, 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 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.
The trainer has helped many notable organizations achieve improved performance through training and consulting advice. These include:
- The North Atlantic Treaty Organization (NATO) – Brussels and Holland
- ROSATOM – Russian National Nuclear Energy Company
- Rio Tinto Mining
- European Patent Office (EPO)
- ADVA Optical Networking
- British Aerospace
- NaturalGas Fenosa
- British Petrol (BP)
- North Caspian Operating Company
- GASCO Abu Dhabi National Oil Company
- Portugal Telecom
- Bosch Group
- Dundee Precious Metals
- Pacific Rubiales
- Price Waterhouse Coopers
- Aeroportos de Portugal
- Aeroportos De Mocambique
- Hidrocarbonetos de Mocambique
- Arcelor Mittal
- Project Management Institute
- Casas Bahia
He has been a contributing author for the development of various international standards, including:
- Contributing author and Core Team member of the PMI EVM Practice Standard 2nd Edition (2011)
- Contributing author and Core Team member of the PMI EVM Practice Standard 3rd Edition (2018, under development)
- Representative of AACE International to ISO21508 EVM Standard, as liaison organization
- Contributing reviewer of the IPPMTM Foundation Certification materials
- Coordinator and representative to ISO of Portugal’s Technical Commission for the development of ISO 21508 EVM standard
- Member of the international panel of experts for the GAO (US Government Accountability Office) regarding the development of GAO’s standards for cost, schedule and technical readiness standards
His experience in Project and Program Management also includes:
- Executive Partner of PMO Projects Group
- Senior Consultant for the Cutter Consortium (Boston, USA)
- Founding President of AACE Portugal Section
- Founding President of the PMI Portugal Chapter and Mentor of PMI Chapters in Europe
- Founding Vice-President of Operations of the College of Performance Management (CPM) of Colombia
Excellent instructor with complete mastery of the contents, and always available to clarify all questions raised by the participants."
The course integrated theory and practice with relevant examples. The interest of the instructor in adding knowledge aligned with our background. Full of practical and pedagogical examples. The experience of Alexandre Rodrigues and his way of teaching were a major benefit."
The instructor exposed the key concepts, explained and demonstrated in detail the most important concepts and techniques, formulated problems and stimulated the participants to solve these. My professional experience was considered in the way the course was conducted."
Trainer absolutely top! With many years of practice. It is a long time since I did not attend such a quality seminar!"
I would recommend any project management courses or briefing given by Alexandre Rodrigues. He truly turned a course that could have potentially been an extremely dry topic into a positive experience."
The instructor presented the contents with clarity, demonstrated technical expertise and professionalism, and motivated the participants"
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The Investment Fee will cover all the course documents and materials that will be used during the training, as well as luncheons and coffee breaks during the training program. The Investment Fee does not cover the travel and accommodation expenses of the delegates, however, we can assist you by providing details on the estimated cost for both. The Investment Fee is also exclusive of tax. Taxes are to be borne by the delegate’s organisation.
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Aside from the knowledge that our expert trainers are imparting, a Certificate of Completion will be issued to all delegates completing a minimum of 90% of the total hours of the course. Some of our events offer takeaways and free consultation after the course. It varies from programs to programs.
You will receive a pre-course questionnaire upon successful registration. Kindly state your specific concerns and issues on this questionnaire and send it back to us, as this will be consolidated and forwarded to the trainer during the formulation of the course agenda. Alternatively, you can also email us at firstname.lastname@example.org regarding your concern so we can be in touch to ensure that your concerns is addressed asap.
The registration form carries at least a 50% cancellation liability 6 weeks prior to the commencement date of the event after a signed sales resignation contract has been received by Salvo. If we are notified less than 2 weeks prior to the commencement date of the event, full cancellation fees is applicable.
With that said, we do understand that last minute changes do occur in organizations due to last minute change in schedule, job requirements etc. As such, please contact us soonest at email@example.com so we can assist in the best way forward for any changes.