Project Controls, Risk and Governance Training Course

Duration 10 days 19 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Project Managers, Project Controls Engineers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-PM-089

Before you join: Participants should understand the basic project life cycle and have experience working on projects, programmes, workstreams or PMO reporting.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Projects can appear healthy while cost commitments exceed the approved budget, schedule logic masks critical delays, risks remain unowned, and decisions bypass agreed authority. Project controls, risk management and governance provide the evidence, disciplines and decision rights needed to detect variance early, forecast credible outcomes and intervene before problems become contractual disputes, funding gaps or delivery failures.

This course develops the practical control system required for complex projects and programmes. Participants build integrated baselines for scope, schedule, cost, risk and change; use earned value management to measure performance; prepare estimates at completion and cash forecasts; maintain risk and issue registers; and establish reporting, assurance and escalation routes. The course also examines governance structures, stage gates, delegated authority, audit trails, supplier controls and portfolio-level reporting.

Instruction combines short technical briefings with realistic cases from capital projects, technology implementation, public infrastructure, banking change portfolios and donor-funded programmes. Participants work with control data, review management reports, test schedule and cost assumptions, and make governance decisions under changing conditions. Each participant develops a project controls and governance pack containing a baseline control plan, risk register, reporting dashboard, change log, assurance checklist and escalation matrix.

The course suits project professionals who already contribute to delivery and now need stronger control, assurance and governance capability. It is particularly relevant where projects involve multiple suppliers, regulated approvals, public funding, fixed-price contracts, major capital expenditure or executive oversight.

What you will be able to do

  • Design an integrated project controls plan covering scope, schedule, cost, risk and change
  • Build a work breakdown structure and control account structure for performance measurement
  • Calculate earned value metrics and produce estimate-at-completion forecasts
  • Develop a quantified risk register using probability, impact and response analysis
  • Establish governance forums, decision rights, stage gates and escalation routes
  • Assess schedule quality using critical path, float and logic integrity checks
  • Prepare project dashboards and variance narratives for senior decision-makers
  • Present a complete project controls, risk and governance pack for review

Benefits of attending

For you

  • Produce credible forecasts instead of reporting historic spend alone
  • Identify schedule and cost warning signs before formal milestone failure
  • Challenge unsupported recovery plans using control data and logic checks
  • Lead governance meetings with clear decisions, actions and escalation records
  • Build a reusable project controls pack for current and future assignments

For your organisation

  • Earlier detection of cost overruns, schedule slippage and unmanaged commitments
  • Consistent reporting across projects, suppliers and programme workstreams
  • Clearer approval authority for changes, contingencies and recovery decisions
  • Stronger audit evidence through traceable baselines, assumptions and decision records
  • More reliable portfolio forecasts for funding, resource and executive decisions

Course modules

19 modules over 10 days

Participants can explain how integrated controls, risk management and governance support project decisions.

  • Project controls architecture linking scope, schedule, cost, risk and change
  • Governance versus management responsibilities under a project delivery model
  • Control objectives for predictability, accountability, assurance and decision quality
  • Leading and lagging indicators used in project performance reporting
  • Three lines model applied to project oversight and assurance
  • Control breakdown structures aligned with project life-cycle decision points

Participants can establish a controlled scope baseline and traceable deliverable structure.

  • Scope statement defining boundaries, exclusions, assumptions and acceptance criteria
  • Work breakdown structure decomposition to manageable deliverable-oriented work packages
  • WBS dictionary entries specifying ownership, completion rules and interfaces
  • Requirements traceability matrix linking needs, deliverables, tests and approvals
  • Configuration baseline management for controlled technical and business requirements
  • Scope creep indicators identified through emerging requests and unplanned work

Participants can create a schedule basis that supports credible progress measurement and forecasting.

  • Precedence diagramming method defining finish-to-start and lead-lag relationships
  • Critical path method identifying activities driving the forecast completion date
  • Milestone schedule design for executive reporting and stage-gate governance
  • Resource loading assumptions documented within the schedule basis memorandum
  • Rolling-wave planning separating near-term detail from future planning packages
  • Schedule baseline approval controls and authorised replanning triggers

Participants can assess schedule integrity and measure physical progress against the approved plan.

  • DCMA 14-point assessment checks for schedule quality and logic integrity
  • Total float analysis distinguishing critical, near-critical and constrained activities
  • Out-of-sequence progress investigated through logic, status dates and constraints
  • Physical percent complete rules matched to measurable work-package completion
  • Milestone weighting methods for objective progress measurement and reporting
  • Schedule narrative explaining changes, critical paths, risks and recovery actions

Participants can build a cost baseline linked to scope, schedule and accountable control accounts.

  • Cost breakdown structure aligned with work packages and cost accounts
  • Bottom-up estimates built from quantities, rates, productivity and assumptions
  • Time-phased budget profiles derived from scheduled work and procurement commitments
  • Management reserve distinguished from contingency and allocated project budget
  • Basis of estimate records capturing sources, exclusions, risks and confidence
  • Control account plans assigning budget, schedule responsibility and earned value

Participants can calculate earned value metrics and interpret their implications for project performance.

  • Planned value, earned value and actual cost measurement principles
  • Cost performance index calculated from earned value and actual cost
  • Schedule performance index interpreted alongside critical path and milestone evidence
  • Estimate at completion methods using CPI, SPI and management judgement
  • To-complete performance index testing feasibility of approved budget targets
  • ANSI/EIA-748 control account principles for integrated performance management

Participants can prepare forward-looking cost and cash forecasts from current project evidence.

  • Estimate to complete updated from remaining quantities, rates and productivity
  • Committed cost analysis covering purchase orders, contracts and pending variations
  • Actual cost reconciliation between finance ledgers and project cost reports
  • 13-week rolling cash forecast built from payment terms and milestones
  • Trend register capturing potential cost exposure before formal change approval
  • Forecast confidence assessed through assumptions, ranges and data maturity

Participants can establish a disciplined risk management process aligned with project governance.

  • ISO 31000 principles applied to project risk governance and accountability
  • Risk management plan defining taxonomy, thresholds, roles and review cadence
  • Risk breakdown structure categorising technical, commercial, external and delivery risks
  • Risk appetite statements distinguishing intolerable, tolerable and target exposure
  • Risk identification methods using assumptions analysis, interviews and prompt lists
  • Risk register fields capturing cause, event, effect, owner and response

Participants can prioritise risks and assign proportionate response actions and ownership.

  • Probability-impact matrix calibrated with agreed scoring definitions and thresholds
  • Risk proximity assessment identifying threats requiring immediate management attention
  • Inherent and residual risk ratings recorded before and after responses
  • Avoid, mitigate, transfer and accept strategies selected for threat responses
  • Exploit, enhance, share and accept strategies selected for opportunity responses
  • Risk action plans defining owners, due dates, triggers and evidence

Participants can use quantitative methods to inform contingency and schedule confidence decisions.

  • Three-point estimates using optimistic, most likely and pessimistic values
  • PERT distributions estimating expected durations and activity uncertainty ranges
  • Monte Carlo simulation producing cost and schedule confidence percentiles
  • Sensitivity analysis identifying risks with greatest forecast outcome influence
  • Contingency drawdown rules linked to realised risks and delegated authority
  • Confidence levels communicated through P50, P80 and P90 forecasts

Participants can manage issues, assumptions and dependencies before they disrupt delivery commitments.

  • RAID log structure separating risks, assumptions, issues and dependencies
  • Issue management workflow from identification through ownership, resolution and closure
  • Assumption validation dates assigned before dependent planning decisions proceed
  • Dependency mapping across projects, suppliers, approvals and operational teams
  • Escalation thresholds triggered by unresolved issues, exposure and milestone impact
  • Decision log records documenting rationale, authority, actions and due dates

Participants can operate a change control process that protects approved baselines and authority limits.

  • Change request form documenting scope, cost, schedule, risk and benefit impacts
  • Integrated change control assessing cross-baseline consequences before approval
  • Change control board mandates, membership, quorum and decision records
  • Configuration item identification for controlled products, documents and specifications
  • Version control conventions preventing use of superseded project information
  • Emergency change procedures with retrospective review and formal ratification

Participants can design governance arrangements with clear authority, oversight and accountability.

  • Project governance framework defining forums, mandates, inputs and outputs
  • RACI matrix assigning responsible, accountable, consulted and informed roles
  • Delegated authority matrix for budget, change, risk and contract decisions
  • Stage-gate criteria assessing readiness before funding or delivery commitments
  • Terms of reference for steering committees and project boards
  • Governance calendar sequencing approvals, performance reviews and assurance activities

Participants can plan assurance activities and maintain evidence for audit and compliance review.

  • Project assurance plan defining independent reviews, timing and reporting routes
  • Assurance versus audit distinctions in purpose, independence and evidence requirements
  • Control self-assessment testing adherence to approved project management procedures
  • Audit trail requirements for baseline changes, approvals and financial adjustments
  • Compliance obligations mapped to project deliverables, controls and accountabilities
  • Corrective action tracking from findings through verification and closure

Participants can monitor supplier performance, contractual exposure and delivery obligations.

  • Contract deliverables register linking obligations, milestones, acceptance and payments
  • Supplier performance scorecards measuring quality, schedule, cost and responsiveness
  • Payment milestone verification supported by evidence of accepted deliverables
  • Variation order control preventing unauthorised changes to contract scope
  • Early warning notices identifying emerging contractual risks and disputes
  • Claims records preserving contemporaneous evidence, correspondence and decision history

Participants can produce decision-focused reports that explain performance, exposure and required actions.

  • Project dashboard design using thresholds, trends, forecasts and action status
  • Variance analysis separating root causes, impacts, actions and decision requests
  • Management by exception reporting focused on agreed tolerances and thresholds
  • S-curve analysis comparing planned, earned and actual cumulative performance
  • Traffic-light status criteria supported by quantitative evidence and narrative
  • Executive briefings framing choices, consequences, recommendations and required decisions

Participants can diagnose underperformance and prepare a credible, governed recovery plan.

  • Root cause analysis using five whys, fishbone diagrams and evidence
  • Schedule compression options using crashing, fast tracking and resequencing
  • Recovery plan assumptions tested against resource capacity and supplier constraints
  • Corrective versus preventive actions distinguished within action tracking systems
  • Rebaseline decisions governed by materiality, authority and documented justification
  • Recovery governance defining review frequency, performance targets and escalation triggers

Participants can connect project-level controls to programme and portfolio oversight requirements.

  • Portfolio dashboards aggregating forecast cost, milestones, risk and benefits
  • Programme dependency maps identifying shared resources, interfaces and critical decisions
  • PMO control standards defining minimum data, reporting and assurance requirements
  • Cross-project risk aggregation exposing correlated threats and concentration exposure
  • Portfolio prioritisation criteria balancing strategic alignment, capacity and financial constraints
  • Lessons learned governance converting delivery evidence into standard control improvements

Participants can build, review and present a complete project controls, risk and governance pack for a defined project.

  • Control plan integrating baselines, performance measures, reporting and assurance activities
  • Schedule and cost forecast reconciled with risk exposure and contingency
  • Risk register prioritised with owners, responses, triggers and escalation routes
  • Governance map defining forums, decision rights, stage gates and authorities
  • Executive dashboard presenting variances, trends, decisions and recovery actions
  • Peer review testing traceability, evidence quality, control gaps and recommendations

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Integrated project controls plan template
  2. Earned value and estimate-at-completion model
  3. Risk, issue, assumption and dependency register
  4. Project governance and delegated authority matrix
  5. Stage-gate and assurance checklist
  6. Executive project dashboard template

Who should attend

  • Project Managers — need reliable controls and decision evidence for delivery accountability
  • Project Controls Engineers — require integrated cost, schedule, risk and performance methods
  • Programme Managers — need governance and reporting across interdependent projects
  • PMO Managers — establish common control standards, assurance routines and portfolio reporting
  • Cost Engineers — connect estimates, commitments, forecasts and earned value data
  • Risk Managers — integrate project risk analysis with governance and escalation

Skills and tools covered

Integrated project controlsEarned value managementSchedule risk analysisGovernance designRisk response planningExecutive reporting

Tools and standards

ISO 31000, ANSI/EIA-748, DCMA 14-Point Assessment, Three Lines Model

How the course runs

Training methodology

The course uses short instructor briefings followed by applied case work, group analysis, simulations and individual application planning. Participants interpret schedules, cost reports, risk data and governance papers drawn from realistic project situations. They calculate control metrics, investigate variances, prepare escalation recommendations and review decisions against defined authority limits. Trainers use facilitated peer challenge to test assumptions and improve reporting clarity. Participants progressively assemble a controls and governance pack, then use it during the final capstone review.

Requirements and prerequisites

Participants should understand the basic project life cycle and have experience working on projects, programmes, workstreams or PMO reporting. Familiarity with budgets, schedules, status reports, risk registers or supplier deliverables is useful. The course assumes participants can interpret basic project data and discuss project decisions with delivery colleagues. Formal project management certification is not required. Advanced mathematics, specialist planning software expertise, finance qualifications and prior earned value management experience are not required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand basic project delivery and have worked with project plans, budgets, reports, risks or workstream activities. Formal certification and prior earned value experience are not required.

Bring a laptop if possible and, where permitted, a current project schedule, report or risk register for reference. Do not bring confidential documents unless your employer authorises their use.

It is designed for project managers, programme managers, PMO staff, project controls personnel, cost engineers and risk professionals. It also suits managers responsible for project assurance, governance or supplier oversight.

General project management courses cover planning, team leadership and delivery across the project life cycle. This course concentrates on measurable control systems, forecasting, risk analysis, governance decisions, assurance and reporting.

Participants leave with templates and methods that can be adapted to an active project or programme. The controls pack can support reporting, risk reviews, change boards, stage gates and recovery planning immediately after the course.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first week builds scope, schedule, cost and risk controls; the second week develops governance, assurance, reporting, recovery and the capstone pack.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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