Project Management – Processes and Techniques

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Pre-course preparation

Each participant to identify a typical project situation / procedure or work method, that has been or is a problem in the control of projects or work task environment, that they would like to be answered / discussed during the course.

 First Day


Introduction of the course tutor & the participants.

To build a relaxed, informal atmosphere where the participants will feel at ease and able to ask questions and raise matters of interest.

2.     WORKING IN PROJECTS                                                         (Case Study)

An exercise in problem solving and communication.

– The need for members to work as a cohesive group.

– The importance of sharing information.

3.     PROJECT CHARACTERISTICS                                                       (Lecture)

Identification of the Characteristics and issues that are common to all types and sizes of Project.

– Identification of the project objectives.

– Why project management differs from other types of management and why it is more effective.

– Phases of a project and their influence on decision making.


Identifying the ‘hardware and Software’ of project management.

4.     IDENTIFYING PRACTICAL PROBLEMS                                      (Workshop)

Identification of the barriers or problems that face a Project Manager within the organization.

Identify working relationships and procedures needed to ensure a successful project.

Identify what is or is not already available within the organisation.

5.     PROJECT PHASES                                                       (Lecture & Exercise)

Phases of a project and their influence on decision making.

Identification of the Phases applicable to the company’s projects.

6.     WORK BREAKDOWN STRUCTURES    (DVD, Lecture & Group Exercises)

To demonstrate the use of this technique to describe the scope of the project, identify the deliverables and develop the basic controls.

Second Day:

7.     PRINCIPLES OF PROJECT CONTROL                      (Lecture & Discussion)

Key decisions in setting up the project model. “What”, “Who” and “How” the work should be performed.

The control cycle.

The importance of monitoring Scope, Schedule, Cost, Quality and Resources – in order to stay in control of the project.


(Lecture, Workshop, Discussion & Case)

–     How to measure and interpret progress data.

–     To discuss the use and purpose of trend reporting systems to control change.

–     The Use of Milestones.

–     Performance measurement using Earned Value.

–     The Interpretation of ‘S’ Curves.

–    Case study: TT AGE. Interpreting ‘S’ curves to identify where the potential problems are on a project.

9.     PROJECT LAUNCH                 (Lecture, Brainstorming Session &Exercise)

To develop a check list to help launch the project.

An examination of the basic elements involved in initiating a project rapidly and effectively.

To show how John Adair’s Task Team Individual model applies to the initiation of a project: Task – Team – Individual.

Discussion on the techniques of managing meetings.


(Case Study & Workshop)

Review of reasons for the success or failure of a major project.

What are the success criteria for the Delegates’ own projects and how will it be measured?

To study factors that have affected the success rate of projects and to decide which items apply to the participants’ own jobs.

11.   THE PROJECT  V’s  THE SITE.                                          (Group Exercise)

The influence of a Cost Centre approach to managing an organization.

 12.   PROBLEM SOLVING                                                    (Lecture & Exercise)

An explanation of Problem Solving Techniques and their uses in a project environment.

Third day

13.   “MANAGING PROJECTS”                                                                  (DVD)

The techniques of managing projects.

 14.   PLANNING AND SCHEDULING                  (Lecture And Network Exercises)

To familiarize the participants with various methods of scheduling including the fundamentals of network planning with examples of the different methods.

– bar charts / precedence diagrams.

– Finding the key sequence that limits the overall duration of the project.

– Choosing the economic solution to shorten the duration.

– Using the network plan to assess the project status and identify solutions to problems.

 15.   THE PROJECT AND SUMMARY                                   (DVD & Discussion)

Re-emphasis of the basic project management characteristics and processes.

16.   THE SPAN CONTRACT AND SUMMARY      (Group Exercise & Discussion)

Planning and managing the practical realities of a project.

A review of the lessons learnt during the course and a discussion of the ways in which the subjects raised so far can be applied to the participant’s own work.


Participants identify Processes, and Techniques that they will implement in their own work situation.

Feedback from the participants on the content of the course and the methods of presentation used.  Discussion to see what follow-up is required to fill any gaps in the course.


Over 40 years professional experience in the UK, Europe, The Middle East (Abu Dhabi) the Far East and the USA. For seventeen years he was a Consultant Lecturer at Cranfield School of Management.  For ten years he was Director of the Masters Course in Project Management and responsible for the Project Management Group.  As such, he was responsible for a portfolio of short courses covering project management skills and techniques from physical / technological environments to service based organisations.  In addition, developing and running in-company courses and the highly regarded E.C.I.T.B. 7 day short course for Engineering Contractors.  For three years his two day Negotiation Course was voted the best elective on the MBA Programme.

Project management within Bechtel, Kellogg and Chemico; Line management in Tendering & Proposals and Quality Assurance; together with Project Operations Management and graduate and professional staff training, and the development of a computerised system of integrated projects controls.  Earlier experience in project design management in the Power and Process industries and building services consultancy. Student and graduate apprenticeship with Babcock and Wilcox.

Member, and past Chairman, of the UK Association of Project Managers Education and Training Group, defining the Body of Knowledge required by Project Managers together with a Certification programme.  Past external Examiner for Salford University School of Management, MSc in Project Management.

Over the years he has written papers for the International Project Management Association World Congress on Project Management as well as a number of articles for leading professional publications.  Reviewer of articles and books for the International Journal of Project Management. Author of The Project Managers Guide to Purchasing –  Contracting for Goods and Services, published by Gower.

Duration: 3 Days

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