Project Evaluation and Control
- Control cycles – a general model
- Monitoring project performance
- Earned value management
- Using earned value to manage a portfolio of projects
- Issues in the effective use of earned value management
- Human factors in project evaluation and control
- Chief operations officers
- Project and operations directors, managers, practitioners and team members.
- Those who wish to take a holistic, integrated approach to managing projects, addressing both technical and management challenges.
- Those who wish to place an equal emphasis on both individual project execution and the strategic perspective, to be equipped with the means with which to manage projects at both the programme and portfolio levels.
- Those who wish to broaden their focus beyond the traditional project management activities of planning and scheduling, project control, and termination, to a more general, inclusive, and hence, more valuable perspective of the project management process.
Upon completion of this course, you will be able to understand:
- The nature of the control cycle and four key steps in a general project control model.
- The strengths and weaknesses of common project evaluation and control methods.
- How Earned Value Management can assist project tracking and evaluation.
- How to use Earned Value Management for project portfolio analysis.
- Behavioural concepts and other human issues in evaluation and control.