About the Trainer:
The Trainer is the President of Project Auditors LLC. a member of the Board of Directors of the Project Management Institute, and a winner of PMI’s 2009 Significant Contribution Award. He brings over 30 years of experience in project and program management to his teaching and consulting work. He began consulting in program management and in teaching at the Graduate School of the University of Southern California in 1993. He headed up systems engineering at TRW Information Systems during a major infrastructure upgrade; created PMOs for several Fortune 1000 companies; and led a risk assessment for a $12B oil refinery for Saudi Aramco. He has consulted to clients in multiple industry sectors including oil/gas, construction, chemical processing, utilities, government, aerospace, healthcare, high-tech, the consulting industry, and financial services. Other engagements have included auditing projects, assessing project management practices, setting up effective project management practices, and managing projects. The Trainer teaches project management courses throughout the world. He has been teaching project management and systems engineering at the University of California, Irvine (UCI) since 1994. He was core to the creation of their Project Management Certificate Program. In 2006 PMI recognized him for his contribution and service to the North American Congress Project Action Team. He has written books and has published numerous papers in project management and systems engineering. He is an accomplished international speaker. He is actively involved with PMI, having served on both local and national committees and was PMI’s Project Manager for the second edition of Standard for Program Management published in 2008. Currently he is writing a book on Enterprise Portfolio Management for Management Concepts. Companies which have benefitted from the Trainer’s expertise include:
- Baker-Hughes
- Saudi Aramco
- Technip
- General Electric
- Lockheed Martin
- Sasol Technology
- Transnet
- Abu Dhabi National Oil Company
- Anglo Gold Ashanti
- Weda Bay Nickel
- Eskom
- The United Nations
- Total Group
- Chevron
- Hatch
- Siemens
- Kaltim Prima Coal
Top 9 Learning Objectives:
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1
Understand the criticality of integrated control
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2
Determine the appropriate metrics for the project
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3
Be able to control scope, schedule, and cost in an integrated process
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4
Understand the impacts of scope changes to both schedule and cost
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5
Place all basic documents under configuration management
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6
Control and communicate changes effectively
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7
Identify the impacts on project costs & schedule due to risks
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8
Forecast future progress based on actual progress
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9
Overcome practical barriers to implementing Earned Value Management effectively

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