Project Planning and Control™ - Belize

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

Definition (DE)
Module 1: Key Concepts of Definition of Project

• Understand the Basics of Definition of Projects
  • Business Case
  • Scope Management
  • Requirements Management
  • Stakeholder Management
• Types of Hierarchical Breakdown Structures
  • Work Breakdown Structure (WBS)
  • Organisation Breakdown Structure (OBS)
  • Responsibility Assignment Matrix (RAM)
  • Cost Breakdown Structure (CBS)
  • Resource Breakdown Structure (RBS)

Module 2: Identify Appropriate Project Information and Keys Elements

• Works Information (WI)
  • Employers Information Specifies the Works to be Carried Out by the Supplier
  • Suppliers Response Incl. 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 3: Facts, Terms, and Concepts for Planning of a Project

• Definition and Outputs of Planning
• Names and Descriptions of the Principal Scheduling Components
• Terms of Planning
  • Dependency Management
  • Cost Estimating
  • Budgeting
• Definition of Key Handover and Closeout Terms
  • Handover
  • Project Closeout

Module 4: 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 5: Explore the Facts, Terms, and Concepts of Scheduling Project

• Introduction to Scheduling
• Types of Schedules
  • Time-Based Schedules
  • Tracker Schedules
  • Schedule Design
  • Building the Schedule
  • Critical Path Method
  • Critical Path Analysis (CPA) Inputs
  • Time Analysis
  • Types of Logic Linking
  • Floats
  • Lags, Leads, and Constraints
  • Duration Estimation Techniques
  • Resources
  • Integration
  • Time Contingencies
• Communicating the Schedule
  • Bar Charts
  • Line of Balance
  • Time Change
  • Schedule Narrative
• Schedule Review

Module 6: 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
• Steps to Create a Network Analysis
  • Create a Logical Network
  • Forward Pass
  • Backward Pass
  • Calculation of Total Float
  • Identification of Critical Path
• 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 7: Understand Key Concepts Monitor and Control of a Project

• Baseline
  • Project Baseline
  • Baselining Principles
  • Baseline Maintenance
  • Re-Planning and Re-Programming
• Performance Reporting
  • Control Systems
  • Progress Assessment
  • Variance Analysis
  • Drop a Line Method
  • Activity Weeks Method
  • Milestone Monitoring
  • Cash Flow Monitoring
  • Resource Monitoring
  • Network Analysis
  • Earned Value Analysis (EVA)
  • Basic Terminology
• Budget at Completion
• Planned Cost
• Earned Value
• Actual Cost
  • Budget Loaded Schedule
  • Budget Elements
  • Work Packages and Planning Packages
  • Setting the Baseline
  • Drawing ‘S’ Curves
  • Measuring Progress
  • Actual Costs
  • Variances and KPIs
  • Charting Variances
  • EVA and KPIs
  • Forecasting
  • Benefits of EVA
• Cost Control
• Short-Term Planning
  • Short-Term Planning Process
  • Make Ready Needs
  • Co-ordination Meetings
• Change Management
  • Change Control
  • Change Control Process
  • Change Orders
  • Implementing Change
  • Communicating Change
• Risk Management
  • Risk Management Plan
  • Risk Budget
  • Quantitative Schedule Risk Analysis (QSRA)
  • Quantitative Cost Risk Analysis (QCRA)
• Forensic Analysis
• Record Keeping

Module 8: 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 are Opportunities 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

APMG Project Planning and Control™ (PPC) Foundation and Practitioner ® Online Exams

*After completing 4 days of Online instructor-led/classroom training and successfully passing your Project Planning and Control™ (PPC) Foundation Exam, the fifth day of this course is a flexible exam preparation day to complete at your convenience, to prepare you to take and pass your Project Planning and Control™ (PPC) Practitioner exam online.

We provide comprehensive support during the exam process to make the experience as simple as possible. This exam can be taken at a suitable time, subject to availability; online, anywhere.

Benefits of Project Planning and Control™ online exams include:

• Proven higher pass rates
• Quicker Results
• Save Travel Costs
• Flexibility
• Convenient
• Sit your exam at your home, office, or work when you are ready