24TH - 26TH JUNE 2019 | INTERCONTINENTAL BANDUNG DAGO PAKAR, INDONESIA

INTEGRATED PROJECT capture the initiative

CONTROL PROJECT
MANAGEMENT
Guarantee Successful Project Delivery by Implementing a World-class SERIES
Project Control System

TOP LEARNING OBJECTIVES:

Understand and learn the core principles of establishing project and program ACCREDITATIONS
1 controls PMO Projects Group is accredited by
Know the main international standards and recommended practices for project AACE International as an Approved
Education Provider (AEP) to deliver
2 and program controls issued by the most prestigious associations, in particular training worldwide that grants CEUs
the AACE International, PMI and CPM; for AACE certifed professionals.
Know and understand the AACE International recommended practice RP 60R-10
3 “Developing the Project Controls Plan”
As a contributing organization to
Understand the project controls core concepts and learn the standard the development of IPPM, PMO
4 terminology as the basis for effective communication about performance Projects Group has been granted
management in projects and programs the status of Grandfathering
Approved Training Organization (ATO) accredited
Understand and learn to implement in practice the main project management by APMG International. This course is accredited
5 processes that provide for effective project controls, namely: by APMG and constitutes the recommended
training to attain the IPPM Foundation Certification.
• Scope management • Cost management
• Resource management • Risk management
• Financial Management • Procurement Management
• Schedule management PMI CREDENTIAL
6 Understand the integrative nature of project controls HOLDERS
Know and learn how to use in practice project controls to assess and ARE ABLE TO
7 diagnose performance, communicate with stakeholders, develop recovery and EARN 24 PDUS FOR CONTINUING
enhancement plans, and develop lessons learned CERTIFICATION REQUIREMENTS (CCR)
Know and learn how to use in practice project controls to interact, engage,
8 manage and negotiate with program and project stakeholders
Know the professional certifications available in the market related to project
9 controls in projects and programs
Know the potential benefits and requirements of software systems that support
10 project controls BOOK 3 OR MORE DELEGATES
Manage the use of the Earned Value Management (EVM) project control method
AND SAVE UP TO USD 900!
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as an essential decision-making tool for the success of projects and programs
Know how to integrate effectively the EVM method with: the scope definition
12 (WBS), the project budget, the project schedule, the risk process, and with the
organizational responsibilities (OBS/RAM)

▪ Over 25 years of professional experience in Project Management in different

INTERNATIONAL parts of the world
▪ Author, Core Team Member and Leader – PMI Practice Standard for Earned
TRAINER Value Management (2nd Ed)
▪ Named by PMI for Core Team that developed the 2nd Edition of the EVM
Practice Standard, and of teams that developed the PMBOK® (3rd Ed.) and
OPM3 ® (1st Ed.)
▪ Founding President of AACE Portugal Section (Present)
▪ Coordinator of Technical Commission in Portugal (CT175) for the ISO Working
Groups for Project Management (21500), EVM (21508), and WBS (21511)
(Present)
▪ Founding President of the PMI Portugal Chapter and Mentor of PMI Chapters
in Europe
▪ Founding Vice-President of Operations of the College of Performance
Management (CPM) of Colombia (Present)
▪ Named PM Ambassador in Portugal by the PM Forum International (USA)
▪ Named EVM Ambassador in Europe by the Earned Value Management
Europe Association
COMPANIES THAT HAVE BENEFITED FROM ALEXANDRE EXPERTISE INCLUDE:
ALEXANDRE ▪ Puegot ▪ Vodafone ▪ Price Waterhouse
▪ Project Management ▪ Siemens Coopers
RODRIGUES Institute ▪ BHP-Billiton ▪ Arcelor Mittal
ENG. PH.D. PMP ▪ Rio Tinto ▪ Repsol ▪ Motorola
▪ BP ▪ Rosatom

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WHY YOU CANNOT MISS THIS MASTERCLASS?

In a business environment increasingly pressured by efficiency as a key competitive advantage, implementing

effective project controls in projects and programs has become a critical organizational competency.
However, project and program controls still follow an immature process in many project-based organizations.
Control metrics and performance indices are very often developed based on empirical approaches, without
following well-established international standards and best practices. Another trend is to develop controls
solely based on a financial perspective and cash-flow requirements.
Many organizations do not yet establish their own internal standards to support control and performance
management in their projects and programs. Therefore, project and program professionals involved in
developing and using project controls for management purposes often are not qualified and do not have the
necessary knowledge, skills and expertise to make adequate use of metrics models to support management
decisions aimed at making projects and programs to deliver the scope and benefits on objectives.
However, project and program Management based on performance measurement is not optional, and it is
increasingly demanded by stakeholders and investors. This organizational competency can only be achieved
by equipping stakeholders with the required understanding, knowledge and expertise about the integrated
project controls. For effective performance-measurement in projects and programs, the adequate level of
knowledge of must exist at the various organizational levels and must not be confined to control experts
working in isolation from the stakeholders who make decisions and form those who execute the project work.
While high-quality project baselines developed upfront in projects and programs offer a realistic target for
managing objectives, changes and emerging adverse conditions will always threaten these objectives and
will generate variation. Being able to properly diagnose the causes of these variations, during and after the
project, to devise effective recovery solutions, enhance performance and to develop valuable lessons learned
for the future, is a major goal and benefit of effective project controls.
Proper project controls require the consideration of various elements of effective planning and data
collection, namely: organizing the project scope via a proper WBS, establishing Control Accounts (CAs) and
assigning responsibilities, estimating resources, cost and time, developing a schedule integrated with the
WBS, establishing proper resource and cost breakdown structures (RBS and CBS), developing cash-flow
models, establishing rules of credit for work progress, risk analysis and management, procurement planning,
integration with communications management, performance reporting and ultimately sustaining Earned
Value Management implementation.
This course covers exhaustively all the above elements and offers and hands-on approach, with real life
examples, to effective project and program schedule development and delay management.

WHO SHOULD ATTEND THIS MASTERCLASS?

• Project Controls Manager
• Project Controllers
• Earned Value Specialists
• Programme Directors/
Managers
• Project Planners & Schedulers
• Risk Management Offices • Cost Controllers & Engineers
Staff
• Project Sponsors
• Project Management Office
• Project Consultants
Staff
• Project Specialists
• Project Team Members
• Project Engineers
• Cost Managers
• Top Management

CERTIFICATE OF COMPLETION WHY NOT BRING THIS CLASS INTERNALLY?

A Certificate of Completion will be issued This training can be customised into an In-house training
to all delegates completing minimum of programme just for your organisation. To find out more,
90% of the total hours of the course. please contact : Gale Ong at: Tel: +65 6297 8545 Fax: +65
6297 8645 or Email: gale@salvoglobal.com

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 WHY ATTEND
ABOUT YOURTHIS MASTERCLASS?
EXPERT LECTURER

Alexandre G. Rodrigues is a distinguished project management expert with over

25 years of experience in delivering advanced project management training and
consulting for clients across Europe and other parts of the world. Throughout his
MORE ABOUT
career, Alexandre YOUR TRAINER:
has been delivering services for a wide range of international
organizations, like Wolkswagen, Motorola, Microsoft, BHP Billiton, Nato, Vale,
PMI, British Aerospace, Repsol, Siemens, Bosch Group and many more.

He led and participated in major international projects where he also developed

applied scientific research, particularly at British Aerospace (UK) having received , as a result of his work, the
Mike Simpson Award (1996) granted by the prestigious British Association Operational Research Society
(ORS). He also worked as a consultant and trainer for NATO in an initiative aimed at improving the project
management process of NC3A, the NATO Consultation, Command and Control Agency.

He has been leading the implementation of Earned Value Management Systems for project and program
control in multi-billion US dollars, specially in the energy, construction and mining sector. He is also a Senior
Consultant with the Cutter Consortium(US), belonging to the Agile Project Management Practice.

He is a member of the Project Management Institute and a certified Project Management Professional. He
was also a Chartered Member of the Portuguese Association of Engineering. Dr. Rodrigues was the founding
president of the PMI Portugal chapter and was a PMI Component member for the EMEA region during 2005
to 2007. He was an active member of the PMI teams that developed the 3rd edition of the PMBOK Guide
and the 1st edition of the OPM3 model for organizational project management maturity assessment. He
served for two consecutive years in the Congress project Action Team (CopPAT) for the EMEA PMI Global
Congress that took place in Prague (2004) an Edinburgh (2005).

In 2009, Alexandre was named Project Management Ambassador by the PMForum, having joined the
international PM Ambassadors speakers bureau. He was invited in late 2009 by the PMI to join the core team
that developed the second edition of the PMI Practice Standard for Earned Value Management to Projects,
Programs and Portfolios. In 2012 he was invited to become EVm Ambassador in Europe by the Earned Value
Management Europe Association.

He has been a contributing author for the His experience in Project and Program
development of various international standards, Management also includes:
including:
• Executive Partner of PMO Projects Group
• Contributing author and Core Team member
of the PMI EVM Practice Standard 2nd Edition
(2011);
• Senior Consultant for the Cutter Consortium
• Contributing author and Core Team member (Boston, USA)
of the PMI EVM Practice Standard 3rd Edition
(2018, under development);
• Representative of AACE International to • Founding President of AACE Portugal Section
ISO21508 EVM Standard, as liaison organization;
• Contributing reviewer of the IPPMTM
Foundation Certification materials; • Founding President of the PMI Portugal
• Coordinator and representative to ISO of Chapter and Mentor of PMI Chapters in Europe
Portugal’s Technical Commission for the
development of ISO 21508 EVM standard;
• Member of the international panel of experts • Founding Vice-President of Operations of the
for the GAO (US Government Accountability College of Performance Management (CPM)
Office) regarding the development of GAO’s of Colombia
standards for cost, schedule and technical
readiness standards.

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 MR. RODRIGUES’ HAS HELPED MANY NOTABLE ORGANIZATIONS ACHIEVE IMPROVED
PERFORMANCE THROUGH TRAINING AND CONSULTING ADVICE. THESE INCLUDE:

• The North Atlantic • British Aerospace • Gamesa • SPI

Treaty Organization • Peugeot • Dundee Precious • Mitsubishi
(NATO) – Brussels and • NaturalGas Fenosa Metals • Aeroportos de
Holland • ArcelorMittal Portugal
• Novozymes
• ROSATOM – Russian • Unicef • Aeroportos De
• Microsoft
National Nuclear Energy Mocambique
• HP • USAID
Company
• Repsol • PDVSA • Auchan
• BHP-Billiton
• British Petrol (BP) • Pacific Rubiales • WWF
• South32
• Motorola • Price Waterhouse • Petromoc
• Sonangol
• North Caspian Coopers • Hidrocarbonetos de
• VALE Mocambique
Operating Company • Vulcano
• Samarco • CIMPOR
• Promigas • Motometer
• Rio Tinto Mining • UNICEF
• GASCO Abu Dhabi • Alcatel
• European Patent Office • Arcelor Mittal
National Oil Company • wTVission
(EPO)
• Portugal Telecom • Selenis • Project Management
• Vodafone Institute
• Siemens • Hovione
• ADVA Optical • NCOC
• Bosch Group • Blaupunkt
Networking
• Casas Bahia

FOLLOWING ARE SOME OF THE TESTIMONIALS WE GOT FROM COURSE PARTICIPANTS

“I would recommend any project management courses or
briefing given by Alexandre Rodrigues. He truly turned a
course that could have potentially been an extremely dry
topic into a positive experience.”
NATO – Belgium and Holland
“The instructor presented the contents with clarity,
demonstrated technical expertise and professionalism, and
motivated the participants.”
European Patent Office – Holland
“The instructor exposed the key concepts, explained and
demonstrated in detail the most important concepts and
techniques, formulated problems and stimulated the
participants to solve these. My professional experience was
considered in the way the course was conducted.”
North Caspian Operating Company – Kazakhstan
“The course integrated theory and practice with relevant
examples. The interest of the instructor in adding
knowledge aligned with our background. Full of practical
and pedagogical examples. The experience of Alexandre
Rodrigues and his way of teaching were a major benefit.”
Fundação Instituto de Administração (FIA) – Brazil
“You may always find good alternative trainers. But if you
pick this you will always have a plus!”
MOZAL – Mozambique, Africa
“Excellent instructor with complete mastery of the
contents, and always available to clarify all questions
raised by the participants.”
PDVSA – Venezuela
“An outstanding presentation made during an international
workshop dedicated to the methods and tools of cost
engineering and integrated project controls. We’d like to
emphasize professionalism and commitment, remarkable
presentation skills and ability to engage large audience
demonstrated. The oral testimonials we got from event
participants highlight your experience of interacting with
audience members, clarity and simplicity while presenting
comprehensive topics, feedback and maintenance of
continuous communications with attendees. We are
sure that the ideas related to practical aspects of using
EVM pitched during this presentation will help all the
event participants to move to a new maturity level.”
PM Soft – Russia

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Registration begins at 08:00. Course sessions will start promptly at 08:30 and end at 16:30. There will be
two short breaks at appropriate times for refreshments and lunch break will be from 12:30 to 13:30.

Course Method
An interactive mix of lecture, case studies, spreadsheets, templates, group discussions and activities will be
used to illustrate and apply the Earned Value Management method in practice.

PART 1: INTRODUCTION

» Introduction to project controls

» International standards and related professional certifications

o AACE International
o Project Management Institute (PMI)
o College of Performance Management (CPM)
o Government Accountability Office (GAO)

PART 2: PROJECT CONTROLS IN INITIATION

» Identifying management and stakeholders’ requirements

» Defining the management questions to be addressed
» Establishing the scope and resource requirements of the Project Controls system

PART 3: PLANNING THE PROJECT FOR PROJECT CONTROLS

» Organizing the Project Scope and Responsibility Assignment:

o Defining the scope and the basis of scope
o Developing the WBS:
General guidelines and principles
Decomposition criteria and rules
The basis of scope
o Establishing Control Accounts (CAs)
o Establishing rules of credit
o Defining scope performance metrics and indices:
Identification
Completeness
Conformity
Stability
Improvement

EXERCISE: development of a WBS for a project example, and of a scope performance controls
model
» Cost Estimating and Budgeting
o The cost estimating process
o Cost estimating techniques
o The Basis of the Cost Estimate

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 o Developing Cost Breakdown Structures (CBS)
o Defining cost performance metrics and indices:
Estimating accuracy
Efficiency
Budget stability
Budget Risk
Improvement

EXERCISE: development of cost estimates and budget for a project example, and of a cost
performance controls model

» Schedule Development
o The schedule development process
Principles of scheduling
Elements of scheduling
o Duration estimating techniques
o The Basis of the Schedule
o Defining schedule performance metrics and indices:
Estimating accuracy
Efficiency
Schedule stability
Improvement
Schedule Risk
Time-risk based on Critical Path Analysis and Floats

EXERCISE: development of a schedule for a project example, and of a schedule performance

controls model

» Resource Estimating and Planning

o The resource estimating process
o Resource estimating techniques
o Developing Resource Breakdown Structures (RBS)
o Defining resource performance metrics and indices
Efficiency
Conformity
Time-risk based on a resource-loaded schedule

EXERCISE: development of a resource plan for a project example, and of a resource

performance controls model

» Cash-flow estimating and planning

o Defining funding requirements
o Developing a Schedule of Values
o Escalation considerations
o Developing the cash-flow baseline
o Defining financial management performance metrics and indices:
Estimating accuracy (predictability)
Conformity
Efficiency

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 EXERCISE: development of a cash-flow model for a project example, and of a financial
performance controls model

» Risk Analysis and Planning:

o The risk management process
o Identifying and analysing risks
o Risk contingency calculation
o Responding to risks
o Defining resource performance metrics and indices
Qualitative scoring indices
Risk identification accuracy
Risk analysis accuracy
Efficiency and effectiveness of responses
Risk contingency reserve analysis

EXERCISE: development of a risk register for a project example, and of a risk management
performance controls model

» Procurement Requirements and Considerations

» Benchmarking metrics and indices using historical records
» Integrating the Project Performance Baselines: considerations for Earned Value Management
» Communications and training considerations
» Benefits Management metrics and indices for Program Management
» ROI Management metrics and indices for Portfolio Management

PART 4: USING PROJECT CONTROLS IN EXECUTION AND CONTROL

» Data collection:
o Scope data
o Cost date
o Schedule data
o Resource data
o Cash-flow data
o Risk data

» Calculation and interpretation of project controls:

o Scope performance metrics and indices
o Cost performance metrics and indices
o Schedule performance metrics and indices
o Resource management performance metrics and indices
o Cash-flow management performance metrics and indices
o Risk management performance metrics and indices
o Benefits management performance metrics and indices
o ROI management performance metrics and indices
o Tabular forms and graphical representations

EXERCISE: calculation of metrics and indices for a project example

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 » Establishing thresholds using logic, historical records and lessons learned
» Variance Response and Management by Exception
o Using thresholds
o Establishing escalation criteria
o Devising and assessing project recovery and enhancement plans

» Integrated change control and re-baselining considerations

» Project communications and performance reporting considerations
» Considerations for contract management

PART 5: PROJECT CONTROLS IN CLOSURE

» Final performance analysis

» Post-mortem diagnosis
» Lessons learned record
» Improving the project controls system

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