Effective Project and Programme Management Workshop
CONFIDENTLY APPROACH EVERY PROJECT WITH A PLAN OF SUCCESS
One of the greatest obstacles for charities in Singapore is to complete a project on time and with a tight budget. In this programme, participants will learn dozens of practical project-management how-to's, tools and tips to help their charities save time, money and effort along the way.
Date & Time: 12 & 13 Aug, 9AM to 5PM
Venue: Online via Zoom
Led by Byron Nifakis with 30 years of experience in project management training and certified Project Management Professional (PMP®) since 2002.
Discover how to employ a structured approach to project management, from understanding the different layers of requirements to working with changes to the project constraints, aided by case studies.
Take back an Action Planning for Success at the end of the programme that you can implement in your organisations.
Pre-approved VCF funding of up to 80% available for charities.
ABOUT THE WORKSHOP
One of the greatest obstacles for charities in Singapore is to complete a project on time and with a tight budget. Even well-organised and clearly defined projects can grow too complex, spinning out of control, losing their way and morphing into something they were never intended to be.
Some examples of projects in social care that participants may have come across include:
Changing the culture of care.
Undertaking research or audit.
Development of new services or decommissioning of old services.
Outsourcing of key processes involved in delivering care such as training, finance and human resource management.
Changing protocols used in the provision of care to service users.
A clear challenge with social work and social care organisations is that project expectations and requirements might, from time to time, be fluid and change as a result of government or regulatory requirements, evidence from research or best practice, or following user or professional recommendations. These organisations are often required to improve performance with fewer resources. As a result, they are constantly being asked to be more productive and efficient and consequently under pressure to innovate.
Fortunately, there are things we can do to maintain the charities focused on the ultimate goals. This workshop will get participants up to speed on the latest, most effective project-management techniques and strategies available. In addition, participants will learn dozens of practical project-management how-to's, tools and tips that will help their charities save time, money and effort along the way.
WHAT YOU WILL LEARN
By the end of the workshop, participants will be able to:
Understand the need for project management and project management methods.
Apply the techniques and tools to manage each stage of the project life cycle.
Work within organisational and cost constraints, set goals tied directly to stakeholder needs.
Utilise project management tools to get the work done on time and within budget, particularly in the areas of social work and social care.
WHO SHOULD ATTEND
Managers and above, project/department leads and senior executives with leadership responsibilities.
WORKSHOP FEES & FUNDING
Save up to $107 by reserving your seats by 19 July.
Group Discount: Sign up 3 or more pax and receive an additional $30 discount off per pax (before GST).
After Early Bird
*VWOs-Charities Capability Fund (VCF) Training Grant
**Community Care Training Grant (CCTG)
All prices stated include prevailing GST.
*Up to 80% workshop fee funding for charities with Institution of a Public Character (IPC) status.
**Up to 90% workshop fee funding for AIC approved organisations.
12 & 13 Aug, 9AM to 5PM
Module 1: Project Management Overview
Familiarise the participants with the distinction of a project as compared to day-to-day operations.
Introduce project management as a body of knowledge and the need for it.
Explain the differences between various popular project management frameworks and methods.
Look at the requisite skills of a project manager in performing their role adequately.
Module 2: Project Initiation
Understand the forces that initiate and influence the project.
Identify and assess the key project stakeholders, in particular senior management.
Case Study - Part 1: Initiate your Next Project
Understanding the different layers of requirements: business needs, project objectives, features and solution requirements.
Describe the documentation framework for requirements.
Case Study - Part 2: Working with Customers to Develop Good Requirements
Tackle the Analysis Phase of the project and determine the initial solution requirements.
Module 3: Project Planning
Describe the components of the Project Management Plan and how it differs from a schedule.
Selecting the people for the core team.
Defining the scope of the project using a systematic approach by building the WBS.
Case Study - Part 3: Creating the Project's WBS
Learn how to go from WBS to a schedule.
Understand what the critical path represents.
Case Study - Part 4: Create the Network Diagram
Practice translating the Work Packages from the WBS into a simple Network Diagram.
Module 3: Project Planning (continued)
Lay the foundation for progress tracking with Earned Value Management.
Establish the broader role of resources using RACI charts.
Introduce the basic steps in performing Risk Management.
Case Study - Part 5: Identify Key Risks to the Project
Practice identifying, assessing and responding to key risks on a project.
Case Study - Part 6: Create a basic communication plan
Practice preparing a basic communication plan, to show who needs to know what, when and how often.
Module 4: Project Implementation
Introduction to Earn Value Management, using an example of updating the status of each task in a segment of the project.
Case Study - Part 7: Dealing with changes in Requirements and Timeline
Working with changes to the project constraints, such as changes in the scope, timeline, and budget.
Preparing to validate the solution during user and acceptance testing.
Module 5: Project Closeout
Work as a group to propose a suitable reaction to the project constraints based on a requested change from an important stakeholder.
Discuss the various activities that must be completed to close out a project properly.
Distinguish between the purely administrative closure and the people-oriented activities.
Case Study - Part 8: Produce a Project Closeout Report
Practice closing out a project at administrative and people levels.
Practice providing candid feedback to each team member.
Action Planning For Success
ABOUT THE FACILITATOR
Byron Nifakis has over 30 years of experience in software and project management training, pre-sales support, project management, business analysis, marketing, sales, and personal development.
His work with companies throughout the Asia Pacific, Europe, and North America has spanned such areas as IT Managed Services (bid management, solution architecture, design, deployment and operations), Systems Integration (desktop, datacentre, networking, project management, business analysis), Financial Operations (accounting, purchasing, sales), and Healthcare (hypnotherapy, optimal nutrition, iridology and sclerology).
Byron has conducted Programme Management courses for Health Promotion Board (HPB) and National Youth Council, and Project Management programmes for Land Transport Authority (LTA), Integrated Healthcare Information Systems (IHiS), Singtel, NCS, MINDEF, DBS Bank, Great Eastern, OCBC Bank, Bosch, Dimension Data Asia Pacific, Standard Chartered Bank, Barclays, IBM, SWIFT and Schneider Electric among many others.
Byron began his career as an instructor and salesperson in business productivity applications and progressed into systems and LAN administration, application development, requirements analysis, project management, technical support, and courseware preparation for Innovatum Technologies (Canada). As a minority owner in the company, he participated in the company's yearly strategic planning to establish a portfolio of projects to support the company's growth while supporting the business's day-to-day operations.
Byron then jumped into corporate IT by joining SITA (Canada), first as a systems management consultant on a Lufthansa project in Germany, then as the manager of the Systems Management team in Canada. On the Lufthansa project, he helped develop, in a small team, a Microsoft Access reporting tool, to pass the roll-out data to the operations and support teams. In 2001, he was offered an assignment in Singapore as the Transition Manager for the Singapore Airlines IT Service Desk migration. For the most part, the project revolved around quality improvement of the IT services to the SIA staff.
Upon joining Hewlett-Packard (South-East Asia), Byron started performing a 3-month AS-IS assessment of Citibank's Asia Pacific Wintel server team operations. He then migrated a new global service desk solution, based on the HP OpenView Service Desk, for HP's internal South-East Asia service delivery teams. He also participated in the team that created a detailed business and IT assessment for Pt. Telekomunikasi (Indonesia) to identify potential business streams and promote HP services. The work method used by this co-located team aligned completely with the Agile values and principles.
With General Motors Asia Pacific, Byron managed an entire WAN reconstruction based on MPLS technology, assisted in the massive re-contracting of IT services with EDS, HP and IBM and handled the Portfolio Management for AP Infrastructure thrusts. He was also the Director of IT and Finance for Corduroy Lifestyle. He created and implemented a standard IT environment to support business expansion into South-East Asia through franchised outlets of its restaurants, cafés and candy store concepts. As an extension, he collaborated with the startup Eat.Drink.Sleep.Think (EDST) where, as a project manager and business analyst, he helped design and prototype an internet marketing and technology solution for the hospitality industry.
Byron holds a bachelor's degree in Mechanical Engineering with Aeronautics. He is a Professional Engineer, registered in Québec (CA), certified Project Management Professional (PMP®) since 2002, AgilePM Practitioner (DSDM) since 2014, ACTA holder since 2015 and Professional Scrum Master I / II (PSM I / II).
Over the years, Byron has participated in charity work with the Boy Scouts of Canada, the Sir Stamford Raffles Lodge #7444 E.C. and WorldVentures Foundation. He is a keen cyclist, bass player and explorer of life.