Management Programs

Management Programs

Project Management Workshops

Imagine if you could effectively initiate, plan, control, and report on all your projects - consistently. What would it mean if you could effectively deal with the different expectations of management, staff, and business and technical partners? What could you do after training that covered the tools, tips, and skills needed to handle all aspects of the project management life cycle, regardless of the size and nature of your projects? Project management workshop will help ensure you execute your organization's projects effectively, manage scope and risks, and delight your stakeholders with the product produced.

  • The fundamental skills project managers need to be effective – and how to develop them!
  • Why business and project alignment is essential for project management success – and how to get it!
  • How to create project plans that leverage the input, understanding, and support of your stakeholders!
  • Why getting the most from your project team means getting the right players as well as developing them – and how to do it!
  • How controlling change, not resisting it, will ensure that changes are beneficial – and how to manage it!
Who should attend?
  • Project Leaders/ Managers
  • Senior & Middle Managers

What will you learn?

This course will help participants to

  • Understand planning variables and dependencies
  • earn about critical path and threshold limits.
  • Interfacing various support process which enable effective project management
  • Measuring project management efficiency.

Enabling through PMBoK

The Project Management Body of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within the project management discipline. As an internationally recognised standard (IEEE Std 1490-2003) it provides the fundamentals of project management, irrespective of the type of project be it construction, software, engineering, automotive etc.

The Guide recognizes 42 processes that fall into five basic process groups and nine knowledge areas that are typical of almost all projects.

The five process groups are : Initiating, Planning, Executing, Controlling and Monitoring, and Closing.

The nine knowledge areas are : Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management.

Each of the nine knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve an effective project management program. Each of these processes also falls into one of the five basic process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group.

The PMBOK Guide is meant to offer a general guide to manage most projects most of the time. A specialized standard was developed as an extension to the PMBOK Guide to suit special industries, for example the Construction Extension to the PMBOK Guide and the Government Extension to the PMBOK Guide.

Who should attend?
  • Project Leaders/ Managers
  • Senior & Middle Managers
  • Project Representatives/ Coordinators

What will you learn?

This course will help participants to

  • Understand planning from a holistic perspective
  • Understand about critical path analysis and dependencies
  • Interfacing various support process which enable effective project management
  • Measuring project management efficiency.

Balanced Scorecard Techniques

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and non profit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.

A 3-Days Course - A general overview course. What is the BSC methodology, what is a BSC system, what are the steps in building one in an organisation. This course covers the processes of creating a BSC system in a generic organisation - linking organisational mission/vision and values statements into a BSC framework; development of strategic themes and perspectives; development of meaningful strategic objectives for an organisation; development of theme based strategy maps. The course includes discussion of examples of BSC implementations and case studies.

Who should attend?
  • Business Executives, Line Managers
  • Senior Management
  • Quality Specialist (Engineering, Assurance)

What will you learn?

This course will help participants to

  • Understand Key Features of Balanced Scorecard
  • Applicability of BSC in business context
  • Learn how to build and implement the BSC in your job profile.
  • Creating of value based decision making

Process Capability Determination

Quality means suitability for use and it is inversely proportional to variability of product, service, people, processes, and environment. However, it is the dynamic state that is associated with each of the above and that meets or exceeds expectations of a customer. Quality improvement is therefore the progressive reduction of variability. The gradual reduction of process and product variability can be done by successive determination and removal of the causes responsible for the variability. Determination of process capability is not hard, but it is frequently overlooked. It should be done first in any quality improvement program. It must be repeated on a periodic basis to ensure that the process stay fit to produce product of desired specification. If the process is incapable, then it is management's responsibility to either improve the process or accept poor quality product. The workers cannot be held responsible for failure to meet standards, if they do not have any means to achieve those specifications. Process capability of a certain process is determined by collecting a set of data sample of an output product specification from the process that is under optimal control.

A 3-Day Course is designed to interpret the principles of process capability determination. Insights into the dependencies of processes and sub processes are entailed in this program.

Who should attend?
  • Process Specialists
  • Project Managers and Line Managers

What will you learn?

This course will help participants to

  • Understand the principles of Variation, Capability & Stability
  • Interpret methods of determination of capability
  • Challenges and misinterpretations of Capability Determination
  • Interpreting Capability Results through Statistical Tools.

Predictive Modelling

A 2-Day Workshop to understand the basics of Predictive Modelling and design simplistic predictive models with less or basic knowledge of statistics.

In predictive modelling, data is collected for the relevant predictors, a statistical model is formulated, predictions are made and the model is validated (or revised) as additional data becomes available. The model may employ a simple linear equation or a complex neural network, mapped out by sophisticated software.

Predictive modelling is used widely in information technology (IT). In spam filtering systems, for example, predictive modelling is sometimes used to identify the probability that a given message is spam. Other applications of predictive modelling include customer relationship management (CRM), capacity planning, change management, disaster recovery, security management , engineering, meteorology and city planning.

Who should attend?
  • Process Specialists
  • Project Managers and Line Managers

What will you learn?

This course will help participants to

  • Understand the principles of Process Performance Prediction
  • Understand the finer nuances of prediction models
  • Liner & Multi-variate Regression Theories
  • Learn design of Prediction Models for Software Industries.

High Maturity: Statistical Management Workshops

High maturity goes beyond traditional process knowledge and involves re-sculpting of well engrained organizational experiences on project management and product quality. Experiences shaping to achieve the business goals and aligning them with the process/product quality objectives. Building, integrating and synergizing on organizational capability, reusing experience to model confidence and track the progress to meet the projected goals involves a statistical thinking approach. A 3- Day Course which interprets high maturity along with Statistical Knowledge Building enables the organization build a b foundation to look forward towards high maturity.

Who should attend?
  • Process Specialists
  • Project Managers and Line Managers

What will you learn?

This course will help participants to

  • Understand the principles of High Maturity
  • Understand capability, stability and maturity.
  • Predictive Modelling and Process Performance Models
  • Simulation and Probabilistic Techniques
  • Understanding Variation
  • Get exposed to statistical techniques enabling high maturity
  • Relate to frameworks and models explaining high maturity concepts (Six Sigma)

Quantitative Management

Quantitative Management (also known as Operations Research) offers a systematic and scientific approach to problem solving and decision making in complex environments and situations of uncertainty and conflict. The discipline is characterised by a search for an optimal (best) answer for a problem by using quantitative (numerical) models. The use of mathematical models enables a decision maker to bett er understand the problems facing him/her and provides a tool for making informed and reasoned judgements.

Quantitative Management is a practical field. It can be applied in many areas: manufacturing, businesses management, banking, environmental planning, mining, housing and engineering projects, management consultancy – in fact, in every situation where numerical data are available and management or decision making takes place.

Who should attend?
  • Project Managers and Project Leaders
  • Process Group Members
  • Statisticians

What will you learn?

This course will help participants to

  • Understand the principles of Quantitative Management based Decision Making
  • Enable gain insight into measurement and metrics programs
  • Introducing Statistical Techniques
  • Data Collection Techniques