D617 Fundamentals of Project Management
D617 Fundamentals of Project Management
This practical workshop will equip participants with the tools, skills, behavioral attributes, and competencies needed to manage design and construction projects. Participants learn "what" to do, "how" to do it, and "why" they need to do it. Participants will receive a copy of the instructor's published book, "Plant Project Engineering Guidebook".
This Distance Learning course will be scheduled as a series of three-hour long webinars over a two-week period (equivalent to a three-day classroom course), comprising a mixture of lectures, discussions, and working examples.
Participants will learn to:
1. Demonstrate the Project Life Cycle and how it relates to project definition and control.
2. Employ an Estimate Matrix to determine project deliverables.
3. Demonstrate the importance of a baseline scope and how it relates to project cost control.
4. Improve their project management skills by understanding the tasks required to execute a project from start to finish.
5. Provide project leadership by accessing project control problems and using their newly acquired knowledge, determine the best course of action for the project.
6. Utilize the workshop practical tools and tips to save time, money, and produce a quality product for a successful project.
7. Carry out your role as the project manager in the procurement process.
8. Build a list of project risks and to evaluate and prioritize the project risks.
9. Differentiate between the need for a Request For Quotation (RFQ) and a Request For Proposal (RFP).
10. Recognize the importance of project safety and the necessity to perform due diligence to project safety.
11. Avoid common mistakes when preparing and interpreting the tender document.
12. Interpret information that results from an earned value analysis to determine the project status
13. Define and understand the difference between commissioning and start-up.
o The difference between a Project Manager and a Project Engineer / Project Leader
o The duties and responsibilities of a Project Manager /Project Leader
o The relationship between Scope/Schedule/Budget/Resources and how it relates to all project activities
2. Project Life Cycle
o Describe the Project Life Cycle and how it relates to project definition and control
o Describe the benefits of the Project Life Cycle
o Describe the six (6) feasibility's and feasibility study
3. Decision Making and Project Criteria
o Explain the decision-making process
o Understand why criteria are needed and typical project criteria used
o Outline a problem-solving method
o Understand the 3 budgets typical to all businesses
o Explain resource (money) allocation and its’ importance to the project
o Define Rate of Return and what it means to a project
o Use an Estimate Matrix to determine deliverables
o Develop their project risk issues
5. Project Planning
o Understand the importance of project planning
o Explain what goes into a project plan
o Describe what is involved in project execution
o Show the possible project plans to be used on projects
1. Work Breakdown Structure
o Explain the importance of the work breakdown structure
o Describe the steps in the development of a work breakdown structure
o Develop a work breakdown structure
2. Project Authorization Documentation & Scope Issues
o Describe the components of the generic project authorization document
o Explain the importance of a baseline scope and how it relates to cost control
o Use a checklist to develop a more complete project scope
o Describe Management of Change
o Explain the need for issues with approval limits
o Define and use the back-charge documentation
o Use the Pareto Rule for defining cost control problems areas
3. Stakeholders & Risk Analysis
o Identify potentially relevant Stakeholders and risk issues
o Evaluate relevant Stakeholders and risk issues in terms of dependency, risk, and control
o Determine which Stakeholders and risk issues need special attention from management
o Proactively manage key Stakeholders and risk issues (or their effects on the project), by trying to decrease the project’s dependency on them
o Be able to recognize project hidden contracts
o Be able to define the different methods of estimating and the basic framework of estimates
o Accuracy ranges and the Estimate Matrix
o Understand contingency, escalation, freight, and currency fluctuations in their projects
o Know the questions to ask to determine if the estimate is viable
o Define the different terms for items that make up contractors rates
2. Project Controls
o Define the purpose of Project Controls
o Review a Project Control checklist to use on their projects
1. Earned Value Analysis
o Identify the key elements of a project that must be controlled.
o Interpret information that results from an earned value analysis
o Describe why it is important to implement scope control for a project
2. Cost Control
o Review the basic process followed for Cost Control
o Understand the most common method of forecasting
o Explain the purpose of a good Schedule
o Outline the steps in building a Schedule
o Define Schedule and Resource planning
o Define Schedule task dependencies
o Explain the need for a Short Interval Schedule
4. Project Control
o Understand the definition of Scope - “What is it?”
o Types of Scope Changes
o Describe managing Change Control for Changes in Scope and Changes in Design
o How to handle Scope Change and criteria for effective Change Management
o Explain why we do Reporting
o Distinguish between Reporting, Monitoring, and Evaluation
o Define Procurement terms
o Explain the use and need for Procurement Schedules
o Describe the role of the Project Manager in the Procurement process
o Characterize the differences in Procurement methods recommended for procuring
6. Types of Contracts
o Understand the different types of Contracts they need to handle, including Hidden Contracts
o Develop criteria to be used to determine when to use a Contract and when to use a Purchase Order
o Review a typical Penalty Clause
7. Project Delivery, Bidding Procedures, Bid Evaluation, (Works, Goods, Consultants)
o Review typical Project Delivery methods, Design / Bid / Build, Design Build and EPC.
o Explain why bids are required
o Describe the difference between a Request For Quotation (RFQ) and a Request For Proposal (RFP)
o Develop and use a Plant Conditions and Standard Component List
o Develop and use a Vendor Document Requirements
o Explain the importance of the Vendor Information Requirements document
o Describe the bid evaluation process and review a Bid Evaluation Checklist to be used on projects
o Describe the problems that arise from deficiencies in bids and challenges to selection and how these problems may be addressed
o Define Construction Management
o Understand the role of and the importance of the Construction Manager to the project
o Describe the Construction Managers tasks
o Define the duties of a General or Prime Contractor as it relates to site safety
o Define Due Diligence and how it applies to their projects
o Understand the Construction Managers role in contract signing
o Carry out the Construction Managers duties
3. Tender Documents
o Develop a Tender Document using the correct wording and information
o Understand all aspects of a Tender Document
o Avoid common mistakes when preparing and interpreting the Tender Document
o Understand the components of the Tender Document and why they are important to project
4. Contract Administration, Managing Contracts
o Define Contract Administration
o Describe the duties if a Contract Administrator
o Understand the difference between and when to use a Field Work Order, Change Order, and Back Charge
o Relate the Field Work Orders and Change Orders to the overall project Scope/Schedule/Budget/ Resources, relationship
o Direct Construction Inspection
o Lead construction meetings with the suggested agenda
o Know what should go into a Daily Diary
o Handle project correspondence to their best advantage
o Develop and complete a Deficiency or Punch List
o Manage Equipment Checkout using the checklists provided
5. Commissioning, Training, Start-up, Completion
o Develop a Commissioning Procedure to get the project from construction, to start-up, to operations
o Set the project up into Systems to enable start-up
o Define and understand the difference between Commissioning and Start-up
o Develop a Turnover Sequence Chart so the project team understands exactly what makes up the different Phases of Construction, Commissioning, and Start-up
o Determine what information is required in their Turnover Packages
o Develop a Commissioning and Start-up Organization Chart
o Understand the different training methods, sessions, trainers and problems associated with each
o Develop a Letter of Expectations for their Trainers
o Define the two points that constitute Project Completion
o Follow the proper steps required to complete their Contracts
This course is designed for those involved in planning and implementation of complex industrial design and construction projects. It is intended for new engineers and those with a few years of experience as well as technologists and technicians, tradesmen, maintenance personnel, and other personnel from industries, utilities, municipalities, educational institutions, commercial facilities, consulting engineering firms and manufacturers. Topics covered in this course will also be of benefit to managers and other non-technical project personnel.
There are no prerequisites for this course.
Click on a name to learn more about the instructor
Morley Selver earned his Bachelor of Science degree in Civil Engineering in 1973 and has over 35 years of ‘real world’ industrial project management experience. He has worked in industry, with and for consultants, and his own consulting business. His project experience includes operations and maintenance, research and development, project management of small to medium size projects, construction management of large industrial projects, mechanical installation of heavy industrial equipment, commissioning and startup of industrial plants, and plant management.
He has worked in Canada and the USA on oil & gas projects, terminals & pipelines, on North Slope oil projects, in operating pulp and paper mills, board plants, and in the recycling industry. He is the author of “Plant Project Engineering Guidebook”, teaches project management and is an international speaker on project management. He is an IPMA Level B Certified and is a ‘First Assessor’ for the Project Management Association of Canada (PMAC-AGPC).
Affiliations and Accreditation
BSc University of Manitoba - Civil Engineering
N617: Fundamentals of Project Management
N628 - Contract Management for Design & Construction Projects
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