Project Planning And Control™ (PPC) Practitioner | APMG PPC Course in Christchurch

Project Planning and Control™ (PPC) Practitioner​ Course Outline

Definition (DE)

Module 1: Identify Appropriate Project Information and Key Elements

• Works Information (WI)
  • Employers Information Specifies the Works to be Carried Out by the Supplier
  • Suppliers Response Includes Details of how they Propose to Deliver the Works
• Statement of Work (SOW)
  • Customer Needs and Requirements
• Purpose of WBS
• Key Elements
  • Good Project Planning
  • Scheduling
  • Monitoring and Control
  • Definition of Business Case
  • Definition of Scope, Requirement, and Stakeholder Management

Planning (PL)

Module 2: Characteristics of Common Estimating Methods

• Specific Analogy Estimating
• Parametric Estimating
• Delphi Technique
• Definitive Estimating Methods
• Activity-Based Cost (ABC) Estimating
• Estimating Methodologies
  • Approximate Estimating Methods
  • Definitive Estimating Methods
• Definition of the Planning Role
• Purpose of Planning
• Approaches to Planning
  • Top-Down Planning
  • Bottom-Up Planning
  • Agile Planning in the Software Industry
• Planning Strategies
• Allowing for Risk
• Creating Breakdown Structures
• Level 1, 2, 3, and Beyond
• Product Breakdown Structure (PBS)
  • What is a 'Product' in Planning Terms?
  • Definition of a PBS
  • Purpose of a PBS
  • Constructing a PBS
• Work Breakdown Structure (WBS)
  • Principles of Designing a WBS
• Organisational Breakdown Structure (OBS)
• Responsibility Assignment Matrix (RAM)
• RACI Matrix
• Cost Breakdown Structure (CBS)
• Resources Breakdown Structure (RBS)
• Definition of Dependency Management
• Schedule Impact
• Handover and Project Closeout

Scheduling (SC)

Module 3: Advantages and Disadvantages of Target Schedules

• Target Schedule
• Process of Resourcing the Schedule
• Resource Smoothing
• Scheduling Interfaces and Dependencies
  • Identification
  • Coding
  • Integration and Impact Analysis
  • Impact Resolution
• Scheduling Process
  • Steps in Establishing the Schedule
  • Once the Schedule is Created
• Checking the Schedule
  • Understanding the Project Schedule
  • Components of the Schedule Display
  • Critical Matters not Included in Display
• Scheduling Checks
  • Activity and Logic Checks
  • Float and Critical Path Checks
  • Resources Checks
  • Review of Schedule Risk
• Schedule Structure
  • Schedule Density
  • Detail Density: Considerations
  • Network Templates
• Schedule Types: Time-Based
• Displaying Networks on Bar Charts
• Elements of Schedule Design
• Creating a Critical Path Network
• Definition of Critical Path Method
• Purpose of Critical Path Network
• Methods of Constructing a Critical Path
• Inputs into a Critical Path Analysis
• Introduction to Creating a Network Analysis
  • Step 1: Create a Logical Network
  • Step 2: Forward Pass
  • Step 3: Backward Pass
  • Step 4: Calculation of Total Float
  • Step 5: Identification of Critical Path
• Training in Network Analysis: A Note
• Float
• Lags and Leads
• Use of Constraints
• Types of Logic Linking
• Different Approaches to Produce Duration Estimates for the Project
  • Three-Point Estimating
  • PERT (Programme Evaluation Review Technique)
  • Comparative
  • Benchmarked Data
  • Resource Dependent and Expert Opinion
• Resourcing the Schedule
• Horizontal and Vertical Integration of Schedules
• Time Contingencies
• Bar Charts
• Line of Balance
• Time Chainage
• Schedule Narrative
• Definition of Schedule Review
• Purpose of Schedule Review
• Checking the Schedule
• Planning Checks
• Scheduling Checks

Monitor and Control (MC)

Module 4: Monitoring and Control of a Project

• Performance Analysis Methods of Progress Monitoring
• Definition of Risk Management
• Purpose of Risk Management
• Risk Response
• When Risks are Mitigated, Realised, and Closed?
• When Opportunities are Realised?
• Documenting Changes in the Risk Budget
• Project-Level Change: Process Overview
• Raising a Change Request
• Change Log
• Initial Evaluation of the Change Request
• Estimating Impact of Change
• Detailed Evaluation of Change Request
• Approved Request
• Implementing the Change
• Communicating the Change
• Monthly Change Reporting Requirements
• Distribution Types
• Application of Risks to Schedule Activities
• Purpose of QCRA and QCRA Process
• Baseline
• Curves Showing Planned Value, Actual Cost and Earned
• Value, Cost and Schedule Variance
• Cost and Schedule Variance Charts
• Bulls Eye Performance Charts
• Short-Term Planning Process
• Definition of Forensic Analysis
• Purpose of Forensic Analysis
• Methods of Forensic Analysis