The Quality Connection
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Managing Projects Well


Requirements Gathering


Scenario and Strategic Thinking


Winning Negotiations


Boot Camp for Software Quality


Words that Change Minds


Cost of Quality


Mission and Vision Planning


Strategic Partnering


Quality as a Way of Life


Master Facilitation


Getting Your Point Across


Building a World Class Organization

 

Affiliates:

Quality Assurance Campus

Quality Assurance Institute of India

Quality Investment in People

 


Our partner: QAI Global InstutteA project is complete when it starts working for you, rather than you working for it. -Scott Allen

Technical Register Now Project
Management WEBinar Series

Parts 1-4

Abstract: This WEBinar series describes the technical aspects of project management, including definitions and concepts, quality, scheduling and networks, planning, estimating, and control.

This year, our focus will be first on Technical Project Management, then on Behavioral Project Management, based on the course and the book, Managing Projects Well written by the speaker.  This unique approach focuses on the real world of projects, not theory.  

"In theory, there is no difference between theory and practice.  In practice, there is" - Yogi Berra

Part 1: Definitions and Concepts: defines project terms and concepts and outlines project team member roles and responsibilities, including historically omitted ones.

This includes what is a project, what is not a project, with examples. It also describes roles of Program Managers, Project Managers, Project Leaders, Team Leaders, Task Leaders, and Team Members. There are key roles for not only the Project Manager but also the Team Member as well.  These include true teams (not just project groups),  the importance of delegation, removing fear in the team, who estimates, and walking in the other's shoes.

Part 2: Project Quality: shows how a "perfect" project can deliver a poor quality product, and what to do about it.

In the context of projects, this includes a technical quality principle overview, and its relationship to projects. We examine why projects fail, why quality is squeezed in favor of schedule and budget. Quality technical definitions are used, including the cost of (poor) quality.† Alternatives to rework and cost of failure are explored.  The paradox of quality both costing and saving money is examined. Deming's Principles are reviewed.

Part 3: Project Scheduling and Networks: Includes a nuts-and-bolts exploration of network diagrams, project schedules, and critical paths.

Using easy-to-understand analogies and examples, the seemingly complex task of project scheduling is simplified.  Network diagrams are described, not just technically, but also in terms of saving time, reducing stress, and placement of new trainees.

Part 4: Project Planning, Estimating, and Control: Describes how to build a project plan, a new model for estimating the individual tasks and the entire project, and keeping the project on track.

Basic components of a plan and its elements are discussed, including assumptions and contingencies to be considered.  Methods are unfolded not only for estimating individual pieces of work, but the entire project as a whole, even before all the pieces are known.  Methods of project controls and managing risk are illustrated as well.

Signs of a need for improved awareness by your leadership

Customer Complaints

  • Customers are squawking and screaming at project surprises.
  • Customers complain "it's the wrong product." 

Poor Project Planning, leaders: 

  • Carry out projects ad hoc instead of according to an organized plan. 
  • Work symptoms of the problem, not the real problem. 
  • Are completely unprepared for contingencies.
  • Canít estimate resources, time, and budget. 
  • Ask for too few or too many people. 
  • Allow scope to creep. 
  • Are over-budget and late.  
  • Learn about broken stuff too late. 
  • Inability to explain complex issues simply and be more convincing to senior management.
  • Inability to make a clear case to senior management. 

Failure to Lead, leaders: 

  • Submit or surrender to unrealistic budgets and schedules 
  • Are taken by surprise about something on project 
  • Fail to delegate 
  • Fail to mentor which causes rapid turnover
  • Accidently mislead customers and team members 

Team Members:

  • Fail to report exceptions 
  • Feel de-motivated and frustrated working on dead-end project jobs 
  • Reduce productivity 

Live! 1st Wed. May-June, 2010

Register Now 

Especially for series registrants: Ordering the book is recommended, but not required.

All WEBinars now 1 hour and 15 minutes in length.

Recertification credits: 1.25 PDU (PMI)

Conducted:
Wed. March 3,  2010
Wed. April 7,  2010
Wed. May 5,  2010
Wed. June 2,  2010

To order some segments as you choose

   $24.95 each

   1. Definitions / Concepts                           To order, click here.
   2. Project Quality                                         To order, click here.
   3. Project Networks                                    To order, click here.
   4. Project Planning                                     To order, click here.

Order all 4 below for $84.95, a $14.85 discount!

Parts 1 thru 4, Projects $84.95
USD

License agreement: With the purchase of this WEBinar series or parts,  one person is entitled to view this WEBinar. If you'd like to show this WEBinar to  additional persons, each person must purchase his or her own individual copy of this WEBinar. For large multiple orders, please call us direct.  

 

About the speaker: 
Stephen A. Bender, PMP, CSQA, CSTE, CQE

Steve Bender, President of The Quality Connection, is a management consultant, past Senior Examiner for New York State's Excelsior Award, and veteran in Quality Assurance. He holds Bachelor's (BSEE, '69) and Master's (MSCS, '71) degrees from Rensselaer Polytechnic Institute, and was listed in The Yearbook of Authorities, Experts, and Spokespersons and is a Life Member of the International Registry of Who's Who. He has participated in numerous areas in information technology, service, manufacturing, human resources, executive management, and strategic management consulting. With extensive experience in Total Quality Management and rapid culture change added to over 30 years in Information Systems, his interactive style is known to thousands of attendees.  more->

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Recertification credits: 1.25 PDU (PMI), 1.25 CPE (QAI).  No CPE recertification credits for QAI except for live WEBinars.

There is now a discounted charge for multiple attendees attending under a single registration ("conference room").  More info

 

 

Quality \conn\, To conduct or direct the steering of; the control exercised by one who steers a vessel 

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