Martin VanDerSchouw - PMP
Martin VanDerSchouw, PMP currently serves as President & CEO of LookingGlass Development, LLC., a premier provider of project management tools, training, and consulting. He served 3 years on Project Management Institute's International Board of Directors as well as PMI's Chair of Performance Oversight, Chair of External Relations and Involvement Committee, and as Secretary Treasurer. Martin was named in the Top 40 under 40 by the Denver Business Journal and was named PMI's 2004 International Business Leader of the Year. Additionally, he regularly makes more than 50 presentations per year to groups in the areas of leadership, performance management, and program/project management. He is currently the Colorado State Commissioner for Information Management governing all IT projects over $500,000.
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Course Introduction
Course Introduction
Section 01 - Quick PM Review
Agenda
Quick PM Review
The PMI-SP Process
The PMI-SP Exam
The Basics of PM
The Five Process Groups
The PMI Process Model
The Nine Knowledge Areas
Section 02 - Time Management
Time Management
The PMI Scheduling Model
6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimating Activity Duration
6.5 Develop Schedule
6.6 Control Schedule
Decomposition
Dependencies
Types of Dependencies
Precedence Diagramming - Finish to Start
Precedence Diagramming - Start to Start
Precedence Diagramming - Finish to Finish
Precedence Diagramming - Start to Finish
Conditional Diagramming
Leads and Lags
Duration Estimating Methods
Bottom-Up Estimating
Analogous Estimating
Expert Judgment for Estimating
Parametric Modeling Estimating
Program Evaluation & Review Technique (PERT)
Project Evaluation & Review Technique (PERT)
Resource Considerations
Schedule Creation
Section 03 - Critical Path Method
Critical Path Method
CPM Basics
CPM Basics 2
CPM Diagram
Definitions
A Basic PDM Diagram
Add CPM
Constraints
Resource Leveling
Simulation
Simulation Advantages & Disadvantages
Duration Compression
Section 04 - Basic Cost Management
Basic Cost Management
7.1 Estimate Cost
7.2 Determine Budget
7.3 Control Costs
Types of Cost Estimating
Bottom-Up Cost Estimating
Analogous / Top Down Estimating
Parametric Cost Estimating
Types of Project Costs
Estimate Types
The Cost Baseline
Total Project Budget
Section 05 - Introduction to Earned Value
Introduction to Earned Value
Basic Performance Reporting
Triangle Reporting
Basic Terms
Basic Terms Continued
Basic Formulas
The Key to Learning EVT
Analysis
Reading EVT Values
An Example
Forecasting - ETC
Forecasting - EAC
Forecasting - TCPI
Forecasting - ETTC
Forecasting - Other Calculations
Cumulative Cost Curve
EVT Charting
EV Performance Radar
EV 4th Dimension Radar
Performance Dashboard
Section 06 - Critical Chain Management
Critical Chain Management
Section Objectives
The Current Management Paradigm
Current Project Schedules
Project Schedules
Project Schedules 2
Project Schedules 3
Project Schedules 4
Project Schedules 5
The Results
What Else Can You Do?
Overestimate AKA Pad the Schedule
Management's Response
Resources
A New Paradigm
The Theory of Constraints
Theory of Constraints Meets Project Management
Critical Chain Step 1
Critical Chain Step 2
Prevent Multi-Tasking
Prevent Multi-Tasking 2
CCPM Key Concepts
A CCPM Example
A CCPM Example 2
A CCPM Example 3
A CCPM Example 4
A CCPM Example 5
A CCPM Example 6
A CCPM Example 7
A CCPM Example 8
A CCPM Example 9
Reality
A Better Way
Measures
Remember…
Some Key Ideas
Section 07 - Other Cost Calculations
Other Cost Calculations
Present Value (PV)
Net Present Value Calculation
Net Present Value (NPV)
Future Value Calculation
Internal Rate of Return (IRR)
Return On Investment (ROI)
Payback Period
Benefit Cost Ratio (BCR)
Opportunity Costs (OC)
Depreciation
Common Depreciation Conventions
Common Depreciation Conventions 2
Depreciation Formulas
Depreciation Examples
Depreciation Examples UP/O
Depreciation - DDB
Depreciation - SYD
Course Closure
