Project Management - (NARPM) Training Program

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Project Management Process Define the project objective. (Scope) Divide and subdivide the project (WBS) Define the specific activities that need to be performed(Activity Definition) Graphically portray the activities in a network diagram(Activity Sequencing) Make a time estimate (Precursor to the Schedule) Make a cost estimate (Precursor to the Budget) Calculate a project schedule and budget (Create a Baseline)22 nd Annual NARPM Training Program22 nd Annual NARPM Training Program31
Project Management Planning, executing and monitoring are threecritical skills for a project manager Establish clear & achievable objectives• SMART Goals• Outcome based not activity based Adapting specs/plans/approach tostakeholder requirements22 nd Annual NARPM Training Program22 nd Annual NARPM Training Program32
Page 1 and 2: Project Management:Principles and T
Page 3 and 4: Instructor Introductions Rich May S
Page 5 and 6: General Logistics Questions /discus
Page 7 and 8: Review of the Day First half of the
Page 9 and 10: SEMS IntroductionSteve Wyman, OSRTI
Page 11 and 12: SEMS VisionIntegrates three primary
Page 13 and 14: SEMS Component Suite Primavera: Pro
Page 15 and 16: Work Breakdown StructureBackbone of
Page 17 and 18: 22 nd Annual NARPM Training Program
Page 19 and 20: 22 nd Annual NARPM Training Program
Page 21 and 22: Next Steps for SEMSSEMS is much big
Page 23 and 24: Syed Quadri, PMPRegion 5 RPMMODULE
Page 25 and 26: Typical Problems withSuperfund Proj
Page 27 and 28: More Problems WithSuperfund Project
Page 29 and 30: Five Process GroupsInitiatingClosin
Page 31: Project Management StepsPlan the Wo
Page 35 and 36: Traditional Project ManagementParad
Page 37 and 38: Strategic Project Management Narrow
Page 39 and 40: Communication Management Identify S
Page 41 and 42: Communication Understand personalit
Page 43 and 44: PowerHighStakeholders - Power/Inter
Page 45 and 46: Wrap-Up Building and leading your t
Page 47 and 48: Leading Your Project Team “Who’
Page 49 and 50: Leadership MatrixTeam memberscan fi
Page 51 and 52: The sooner you fall behind the proj
Page 53 and 54: Project Planning: Strategy Unambigu
Page 55 and 56: Process for Developing PM Tools Col
Page 57 and 58: Tool Development (Continued) Make a
Page 59 and 60: Work Breakdown Structure The Heart
Page 61 and 62: Lusher Street Site - WBS22 nd Annua
Page 63 and 64: Critical Path The critical path is
Page 65 and 66: Any Questions?22 nd Annual NARPM Tr
Page 67 and 68: Topics To Be Covered Responsibility
Page 69 and 70: OBSResponsibility Assignment Matrix
Page 71 and 72: Project Risk Management Risk Manage
Page 73 and 74: Risk IdentificationDetermine which
Page 75 and 76: Well 12A Superfund Site RBSWell 12A
Page 77 and 78: Impact543Project Risk ManagementRis
Page 79 and 80: Project Risk ManagementRisk Respons
Page 81 and 82: Earned Value Management Methodology
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Performance MeasurementMeasure proj
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Planned Value Developed from the ba
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Earned Value A snapshot of the work
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COST (Dollars)$600KEarned Value$500
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COST (Dollars)$600KActual Cost$500K
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Schedule Variance (SV) Describes th
Page 95 and 96:
Cost Variance (CV) Describes the di
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Variance At Completion (VAC) Descri
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Lunch Break22 nd Annual 2222NARPM T
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Project Management22 nd Annual NARP
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Superfund Branch ChiefProject Manag
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LexiconPrimavera & CERCLIS Relation
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22 nd Annual NARPM Training Program
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RPM Financial View with Assignment
Page 129 and 130:
Budget Log to manage funding reques
Page 131 and 132:
Page 133:
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Project Management - (NARPM) Training Program

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