Project Controls Training Course

Duration 10 days 18 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Project Controls Engineers, Project Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-PM-067

Before you join: Participants should have practical exposure to projects, such as contributing to plans, schedules, budgets, risk registers, procurement activity or progress reports.

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 rarely fail because a team cannot produce a plan. They fail when scope, schedule, cost, risk, change and procurement information are controlled separately, reported late, or accepted without evidence. Project controls provides the discipline for establishing approved baselines, measuring progress credibly, forecasting outcomes and giving sponsors clear choices before problems become commitments. This matters on capital projects, technology programmes, public infrastructure, transformation portfolios and regulated delivery work.

This 10-day course teaches participants how to build and run an integrated project controls system. Participants establish work breakdown structures, control accounts, coding structures, baseline schedules, time-phased budgets and progress measurement rules. They apply critical path method scheduling, earned value management, estimate-at-completion forecasting, risk analysis, change control, supplier controls and management reporting. The course also addresses control assurance, data quality, recovery planning and the governance required to keep forecasts credible.

Teaching combines short instructor briefings with worked cases, group analysis, schedule and cost simulations, report reviews and application planning. Participants progressively develop a project controls package from the first week, then test and improve it using status data, variances, risks and change requests. They leave with a reusable set of control templates and a completed project controls package that can be adapted to their own projects.

The course suits professionals who already work with project plans, budgets, schedules, contracts, risks or reporting and need stronger control over delivery performance. It is particularly relevant where projects involve significant investment, multiple suppliers, formal approvals or demanding reporting requirements.

What you will be able to do

  • Design an integrated project controls plan covering governance, baselines, thresholds and reporting.
  • Construct a work breakdown structure, control account plan and coding framework.
  • Build and assess baseline schedules using critical path method and DCMA checks.
  • Develop time-phased budgets, cost baselines and resource-loaded forecast inputs.
  • Calculate earned value measures, performance indices and estimate-at-completion forecasts.
  • Apply risk, change and contingency controls to protect approved project baselines.
  • Produce decision-focused control reports, variance narratives and recovery action plans.
  • Present a complete project controls package supported by traceable project evidence.

Benefits of attending

For you

  • Produce credible cost and schedule forecasts instead of reporting raw status data
  • Explain variances using traceable evidence, quantified impacts and corrective actions
  • Build earned value calculations and interpret CPI, SPI and forecast indicators
  • Identify weak baselines, unreliable progress claims and emerging delivery pressure
  • Present sponsor recommendations supported by integrated schedule, cost and risk evidence

For your organisation

  • Earlier identification of schedule slippage, cost pressure and scope growth
  • More reliable funding forecasts and contingency management decisions
  • Consistent performance reporting across projects, workstreams and suppliers
  • Better audit trails for baseline approvals, changes, progress and forecast decisions
  • Faster recovery decisions based on quantified options and accountable actions

Course modules

18 modules over 10 days

Participants can define a project controls operating model with clear roles, governance and decision routes.

  • Project control purpose, boundaries, roles and decision rights
  • Stage-gate governance aligned to sponsor approvals and assurance reviews
  • Control account structure linking scope, cost, schedule and ownership
  • RACI matrix for project manager, control manager and workstream leads
  • Project controls plan content, cadence, thresholds and reporting routes
  • Integrated control cycle: measure, analyse, forecast, decide and act

Participants can establish a controlled scope baseline that supports cost, schedule and accountability.

  • WBS decomposition using the 100 percent rule and deliverable orientation
  • Work packages defined with acceptance criteria, accountable owners and budgets
  • Control accounts mapped between WBS, OBS and cost breakdown structure
  • Scope baseline approval, version control and authorised change records
  • Requirements traceability matrix connecting specifications, deliverables, tests and acceptance
  • Preventing scope creep through change authority and baseline discipline

Participants can create a logic-driven schedule basis suitable for formal baseline approval.

  • Network logic built with finish-to-start, leads, lags and constraints
  • Critical path method calculations for float, criticality and completion dates
  • Schedule basis document recording calendars, assumptions, logic and exclusions
  • Rolling-wave planning for near-term detail and future planning packages
  • Milestone definitions tied to measurable evidence and governance decisions
  • Planning quality checks before approving the integrated master schedule

Participants can assess schedule quality, identify critical issues and develop recovery options.

  • Baseline schedules with approved logic, durations, resources and key milestones
  • DCMA 14-point assessment tests for logic, lags and float
  • Critical path trend analysis identifying emerging completion-date pressure
  • Schedule performance index interpreted alongside critical path evidence
  • Update cycles, data dates, progress status and schedule narrative
  • Recovery options tested through resequencing, crashing and fast tracking

Participants can analyse resource demand, capacity constraints and productivity assumptions.

  • Resource-loaded schedules connecting labour, plant, materials and activity dates
  • Resource histograms exposing peaks, shortages and inefficient deployment patterns
  • Resource levelling compared with smoothing, overtime and subcontract alternatives
  • Capacity assumptions documented for crews, equipment availability and productivity
  • Productivity rates converted into duration, cost and forecast inputs
  • Constraint log maintained for access, permits, interfaces and materials

Participants can create a time-phased cost baseline linked to approved scope and schedule.

  • Estimate basis records quantities, rates, escalation, exclusions and confidence
  • Cost breakdown structure aligned with control accounts and chart codes
  • Time-phased budget built from work packages, resources and procurement commitments
  • Management reserve separated from contingency and distributed project budget
  • Cost baseline approval supported by estimate reconciliation and assumptions register
  • Funding profile reconciled with cash requirements and sponsor allocations

Participants can calculate and interpret earned value measures for project performance control.

  • Earned value management principles connecting scope, schedule and cost performance
  • Planned value, earned value and actual cost calculated consistently
  • BAC, PV, EV, AC, CV and SV definitions
  • CPI and SPI interpreted with data quality and timing checks
  • Earned value techniques selected: weighted milestones, units complete, apportioned effort
  • Control account manager responsibilities for progress evidence and performance explanations

Participants can establish objective progress measurement rules and validate performance evidence.

  • Objective progress rules defined for engineering, procurement and construction work
  • Weighted milestone method assigns value to verifiable completion points
  • Physical percent complete validated through quantities, inspections and signed records
  • Rules of credit prevent subjective status updates and premature earning
  • Progress measurement procedures distinguish effort, deliverables and earned value
  • Data quality reviews reconcile field evidence, systems and control accounts

Participants can prepare evidence-based cost forecasts and explain forecast confidence to management.

  • Estimate at completion calculated using CPI, SPI and management judgement
  • Estimate to complete challenged against remaining quantities, rates and risks
  • Variance at completion translated into funding, margin and contingency implications
  • To-complete performance index signals required future cost efficiency
  • Independent estimate reviews test optimism, omissions and productivity assumptions
  • Forecast narratives distinguish observed trends, assumptions, risks and decisions

Participants can quantify risk exposure and integrate contingency decisions into project forecasts.

  • Risk register structure captures cause, event, effect, owner and response
  • Qualitative probability-impact scoring prioritises threats and opportunities consistently
  • Three-point estimates and Monte Carlo simulation quantify schedule uncertainty
  • Contingency drawdown tracked against realised risks and approved response actions
  • Risk-adjusted forecast separates base estimate, contingency and management reserve
  • Early warning indicators linked to risk triggers and response ownership

Participants can assess, approve and record changes without losing baseline traceability.

  • Change control workflow records requests, assessments, approvals and implementation dates
  • Impact assessments evaluate scope, schedule, cost, risk and contractual effects
  • Change log distinguishes pending, approved, rejected and implemented changes
  • Baseline revisions authorised only through defined governance and delegated limits
  • Trend register captures potential changes before formal instruction arrives
  • Configuration status accounting preserves current and historical baseline records

Participants can integrate supplier commitments, progress and claims into project control forecasts.

  • Contract type effects on cost exposure, incentives and reporting requirements
  • Procurement milestones integrated with design releases, manufacture and delivery dates
  • Commitment register reconciles purchase orders, accruals, invoices and forecast costs
  • Supplier progress evidence tested against inspection points and payment milestones
  • Claims records preserve notices, contemporaneous evidence and entitlement chronology
  • Subcontractor forecasts consolidated without double-counting contingency or escalation

Participants can produce concise control reports that direct management attention to decisions.

  • Control dashboards separate leading indicators, lagging indicators and decisions required
  • Monthly control report integrates schedule, cost, risk, change and cash
  • Variance narratives state cause, consequence, corrective action, owner and due date
  • Thresholds and tolerances trigger escalation before management reserve consumption
  • Traffic-light status supported by evidence rather than subjective confidence
  • Executive briefings frame choices, trade-offs, recommendations and required approvals

Participants can specify data structures and controls that support reliable reporting.

  • Project controls data model aligns codes, calendars, dates and ownership
  • Data dictionary defines fields, sources, validation rules and refresh timing
  • Integration points reconcile scheduling, ERP, procurement and document-control systems
  • Master data governance prevents duplicate codes and inconsistent reporting hierarchies
  • Spreadsheet controls protect formulas, versions, approvals and audit trails
  • Dashboard specifications identify users, decisions, measures and update frequency

Participants can assess control effectiveness and maintain evidence for internal assurance reviews.

  • Control assurance reviews test baseline integrity, evidence and approval compliance
  • Internal control checklist tests segregation, authorisation, reconciliation and retention
  • Audit trail requirements link source records, calculations, changes and reports
  • Periodic health checks identify control weaknesses before formal assurance reviews
  • Corrective action register assigns owners, deadlines, evidence and closure criteria
  • Lessons learned capture root causes and reusable control improvements

Participants can diagnose performance problems and prepare quantified recovery action plans.

  • Variance analysis distinguishes symptom, root cause, impact and recovery owner
  • Schedule recovery scenarios compare resequencing, acceleration, scope reduction and resources
  • Cost recovery actions test procurement, productivity, claims and discretionary spend
  • Decision logs record options, assumptions, approvals and expected benefits
  • Corrective action plans specify measures, owners, dates and verification
  • Recovery governance establishes review cadence, escalation thresholds and sponsor decisions

Participants can assemble linked control documents from project charter information and status data.

  • Project charter facts converted into scope, schedule, cost and risk controls
  • Control plan drafted with governance, calendars, thresholds and accountabilities
  • WBS, control accounts and coding structure assembled for a case project
  • Baseline schedule and time-phased budget reconciled through shared work packages
  • Performance measurement rules documented for selected control accounts
  • First forecast and management report prepared from supplied status data

Participants can build, review and present a complete project controls package for sponsor review.

  • Project controls package assembled from scope, schedule, cost, risk and change
  • Baseline logic, budgets and measurement rules checked for internal consistency
  • Forecast calculations tested against variances, remaining work and risk exposure
  • Management report presents exceptions, decisions, actions and escalation routes
  • Peer review challenges assumptions, traceability, control quality and recovery recommendations
  • Formal presentation defends control strategy, forecast and sponsor recommendations

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

What you take back to work

  1. Project controls plan template
  2. Work breakdown and control account model
  3. Baseline schedule quality checklist
  4. Earned value calculation workbook
  5. Forecast and variance narrative template
  6. Project controls capstone package

Who should attend

  • Project Controls Engineers — need integrated methods for schedule, cost and progress control
  • Project Managers — need reliable forecasts and decision-ready performance reporting
  • Planning Engineers — need stronger links between schedule logic, resources and cost
  • Cost Engineers — need earned value and estimate-at-completion forecasting skills
  • Programme Managers — need consistent controls across interdependent projects and suppliers
  • PMO Managers — need practical standards for control governance, assurance and reporting

Skills and tools covered

Baseline managementSchedule controlEarned value analysisCost forecastingChange controlControl reporting

Tools and standards

PMI Practice Standard for Earned Value Management, DCMA 14-Point Schedule Assessment, ISO 21508 Earned Value Management, AACE International Recommended Practice 57R-09

How the course runs

Training methodology

The course uses short briefings to introduce control methods, followed by case work using realistic project data. Participants analyse schedules, cost reports, earned value results, risk registers, change requests and supplier information. Group exercises test assumptions, compare forecast methods and prepare management responses to deteriorating performance. Simulations require participants to make control decisions under time, cost and approval constraints. Application planning helps each participant adapt the course templates, reporting structure and governance approach to an active or planned project.

Requirements and prerequisites

Participants should have practical exposure to projects, such as contributing to plans, schedules, budgets, risk registers, procurement activity or progress reports. They should understand basic project terminology, including milestones, dependencies, budgets, risks and stakeholders. Familiarity with spreadsheets is expected because participants will interpret schedule, cost and performance data. Previous formal project management training is useful but not essential. Participants do not need prior earned value management certification, specialist planning software expertise, advanced mathematics, finance qualifications or cost engineering credentials.

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 concepts and have some exposure to plans, budgets, schedules, risks, contracts or reporting. You do not need earned value certification, advanced mathematics or specialist planning software experience.

Bring a laptop if possible, along with non-confidential examples of a current project schedule, report, risk register or cost plan. Course cases and templates are provided, so bringing project material is helpful but not required.

The course is designed for project controls engineers, project managers, planners, cost engineers, PMO staff and programme managers. It is most useful for professionals responsible for forecasting, baseline control, status reporting or recovery decisions.

General project management courses cover project initiation, planning, leadership and delivery at a broad level. This course concentrates on the evidence, calculations, governance and reporting needed to control performance after a project is approved.

Participants can adapt the project controls plan, baseline checklist, earned value workbook, forecast template and reporting structure to active projects. The methods are suitable for capital, technology, infrastructure, transformation and supplier-led work.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first week establishes baselines and performance measures; the second week develops forecasting, risk, change, assurance, recovery and the final capstone presentation.

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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