Project Planning, Scheduling and Control Training Course

Duration 10 days 19 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Project Managers, Project Coordinators 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-059

Before you join: Participants should understand the basic purpose of projects, milestones, budgets and stakeholder roles.

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 fail to meet dates and budgets when scope, estimates, resources, dependencies and risks are planned separately or controlled through informal updates. Project managers need schedules that show the real sequence of work, identify the activities driving completion, assign accountable owners and provide credible forecasts when conditions change. This course addresses the practical discipline of turning a project mandate into an approved, measurable and controllable delivery plan.

Participants develop the planning and control methods used on capital projects, technology programmes, public-sector initiatives and operational change projects. They define scope through a work breakdown structure, estimate effort and duration, build network logic, calculate critical paths, resource-load activities, establish cost and schedule baselines, and manage change. The course also covers progress measurement, earned value analysis, schedule risk analysis, recovery planning, reporting and governance decisions.

Teaching combines short instructor briefings with worked cases, group planning tasks, schedule reviews, control simulations and individual application planning. Participants progressively build a project plan from the first week, then test and improve it using control data in the second week. They leave with a complete planning and control pack containing a scope baseline, logic-driven schedule, resource and cost plans, risk register, reporting cycle and recovery actions.

The course suits professionals already involved in delivering projects who need more reliable methods for planning work, coordinating teams and reporting performance to sponsors, clients and governance boards. It is particularly relevant where deadlines, funding approvals, contractor interfaces or service continuity create little room for unplanned delay.

What you will be able to do

  • Define a scope baseline using a project charter, requirements traceability matrix and work breakdown structure
  • Estimate activity effort, duration and cost using analogous, parametric and bottom-up techniques
  • Build a precedence network and calculate critical paths, float and schedule constraints
  • Develop a resource-loaded schedule with calendars, resource limits and realistic dependencies
  • Establish integrated scope, schedule and cost baselines for formal project control
  • Measure project performance using progress rules, earned value metrics and milestone reviews
  • Forecast completion dates and final costs using earned value and schedule trend data
  • Present a complete project planning and control pack for governance approval

Benefits of attending

For you

  • Produce schedules that show critical work, dependencies and realistic completion dates
  • Challenge unsupported duration estimates using documented estimating methods
  • Explain schedule slippage and cost variance with defensible control data
  • Lead structured recovery discussions before delays become missed commitments
  • Build planning packs suitable for sponsor, client and steering committee review

For your organisation

  • Improved forecast reliability for delivery dates, funding needs and resource demand
  • Earlier identification of critical-path threats and constrained specialist resources
  • More consistent planning documentation across projects and workstreams
  • Clearer governance decisions through baseline, variance and forecast reporting
  • Reduced avoidable rework caused by unclear scope, ownership and dependencies

Course modules

19 modules over 10 days

Participants can explain how scope, schedule, cost and control baselines support project governance.

  • Project life cycle gates and planning deliverables from initiation through closure
  • PMBOK Guide planning concepts applied to project delivery decisions
  • Governance roles: sponsor, project manager, workstream lead and control owner
  • Success criteria converted into measurable scope, time, cost and quality targets
  • Planning assumptions, constraints and exclusions recorded in the project charter
  • Control cycle linking baseline approval, status collection, forecasting and corrective action

Participants can define project boundaries and create a usable scope baseline.

  • Project charter contents: purpose, objectives, authority, budget and success measures
  • Requirements traceability matrix connecting stakeholder needs to acceptance criteria
  • Scope statement defining deliverables, exclusions, assumptions and project boundaries
  • Acceptance criteria written as observable conditions for each major deliverable
  • Product breakdown structure separating final products from management activities
  • Scope baseline approval routes and version control responsibilities

Participants can decompose approved scope into manageable and accountable work packages.

  • Work breakdown structure rules for deliverable-based hierarchical decomposition
  • 100 percent rule applied to complete project scope definition
  • Work packages sized for ownership, estimating, tracking and control
  • WBS dictionary entries specifying outputs, boundaries, assumptions and acceptance criteria
  • Control accounts linking work packages to accountable managers and budgets
  • Coding structures supporting schedule, cost, risk and reporting integration

Participants can select and document appropriate methods for estimating project work.

  • Analogous estimating using evidence from comparable completed project work
  • Parametric estimating based on measurable units, rates and productivity factors
  • Bottom-up estimates assembled from work package activities and resource requirements
  • Three-point estimates using optimistic, most likely and pessimistic values
  • Effort, duration and elapsed time distinguished in activity estimates
  • Basis of estimate records assumptions, sources, exclusions and confidence ranges

Participants can translate work packages into activities with valid dependency logic.

  • Activity lists derived from work packages and measurable completion points
  • Precedence diagramming method connecting activities through logical relationships
  • Finish-to-start, start-to-start, finish-to-finish and finish-to-start relationships compared
  • Leads and lags used only where physical or contractual conditions justify
  • External dependencies recorded with owners, dates and confirmation requirements
  • Logic review tests for open ends, redundant links and artificial constraints

Participants can calculate schedule dates, float and critical paths from a network model.

  • Forward pass calculation of early start and early finish dates
  • Backward pass calculation of late start and late finish dates
  • Total float and free float interpreted for schedule management
  • Critical path method identifies activities governing planned project completion
  • Multiple critical paths and near-critical paths assessed for management attention
  • Date constraints evaluated for their effect on schedule logic

Participants can build schedules that reflect working time and resource availability.

  • Project, resource and activity calendars model working time assumptions
  • Resource assignments convert estimated effort into achievable activity durations
  • Fixed-duration, fixed-work and fixed-unit activity types compared
  • Specialist availability constraints identified before publishing target completion dates
  • Resource calendars account for shifts, holidays, leave and site access
  • Duration assumptions reviewed against productivity rates and planned crew sizes

Participants can identify resource conflicts and select appropriate resolution actions.

  • Resource loading profiles show demand by role, period and work package
  • Histograms expose over-allocation, idle capacity and peak staffing requirements
  • Resource levelling resolves conflicts by changing dates within available float
  • Resource smoothing adjusts activity timing without changing project completion dates
  • Priority rules compare criticality, contractual dates, risk and business value
  • Make-or-buy decisions assessed against capability, cost, lead time and control

Participants can establish an approved schedule baseline and meaningful milestone plan.

  • Schedule baseline freezes approved dates, logic, durations and resource assumptions
  • Milestone plans highlight decision points, external commitments and major handovers
  • Baseline review checks scope coverage, logic quality, calendars and constraints
  • Schedule narrative explains assumptions, critical path and significant delivery risks
  • Version control preserves approved plans, revisions and authorisation evidence
  • Baseline approval aligns sponsor expectations with accountable delivery commitments

Participants can build a time-phased cost baseline linked to planned work.

  • Cost estimates combine labour, materials, contracts, facilities and contingency
  • Direct costs, indirect costs and management reserve distinguished clearly
  • Cost aggregation rolls work package budgets into control accounts
  • Time-phased budgets create planned value profiles for performance measurement
  • Contingency allowances linked to quantified risks and response strategies
  • Funding requirements reconciled with procurement lead times and payment schedules

Participants can assess and control changes affecting scope, schedule, cost and risk.

  • Integrated baseline connects scope, schedule, cost, resources and risk data
  • Change requests record rationale, impacts, options and recommended decisions
  • Impact analysis tests changes against critical path, budget and acceptance criteria
  • Change control board roles, authority limits and decision records
  • Approved changes update controlled documents through formal configuration management
  • Unauthorised scope growth identified through requirements and deliverable traceability

Participants can collect objective progress data and distinguish completed work from activity effort.

  • Status dates establish the reporting cut-off for schedule updates
  • Physical percent complete measured against defined completion criteria
  • 0/100, 50/50 and weighted milestone progress rules compared
  • Actual start, actual finish and remaining duration updated consistently
  • Progress evidence includes signed deliverables, inspections, test results and approvals
  • Data quality checks identify invalid dates, missing updates and inconsistent status

Participants can calculate earned value metrics and interpret project cost and schedule performance.

  • Planned value, earned value and actual cost defined precisely
  • Cost variance and schedule variance calculated from period performance data
  • Cost performance index and schedule performance index interpreted carefully
  • Earned value techniques matched to work package measurement methods
  • Control account managers explain variances using causes, impacts and actions
  • Performance thresholds trigger escalation, investigation and management intervention

Participants can forecast likely completion dates and final costs using current performance evidence.

  • Estimate at completion calculated using performance-index forecasting formulas
  • Estimate to complete separates remaining work from costs already incurred
  • Variance at completion compares forecast outcomes against authorised budgets
  • Remaining duration forecasts test current progress, logic and resource availability
  • Trend analysis uses successive reporting periods to identify deteriorating performance
  • Forecast narratives state assumptions, uncertainty ranges and required management decisions

Participants can identify schedule uncertainty and plan proportionate contingency responses.

  • Risk breakdown structure categorises technical, commercial, delivery and external threats
  • Risk register records causes, events, effects, owners and response actions
  • Probability-impact matrix prioritises risks requiring active management attention
  • Schedule risk analysis tests uncertainty in critical and near-critical activities
  • Contingency buffers distinguish planned protection from concealed schedule padding
  • Risk responses assign actions, due dates, triggers and residual exposure

Participants can develop recovery plans that address root causes without creating unmanaged risk.

  • Root cause analysis separates symptoms from underlying delivery constraints
  • Crash analysis evaluates added resources against cost, feasibility and quality
  • Fast tracking assesses overlap opportunities, rework exposure and approval needs
  • Resequencing work protects critical milestones while managing downstream dependencies
  • Recovery plans define actions, owners, dates, expected gains and risks
  • Sponsor decisions documented where recovery requires scope, funding or date trade-offs

Participants can design reporting and review routines that support timely project decisions.

  • Dashboard measures combine milestones, critical path, risks, costs and actions
  • RAG status criteria defined with evidence thresholds and escalation rules
  • Milestone reviews test readiness, acceptance evidence and unresolved dependencies
  • Look-ahead plans focus teams on imminent work, constraints and handoffs
  • Exception reports present variance causes, forecast impacts and decision requests
  • Meeting cadence aligns team updates, control reviews and governance board sessions

Participants can specify fit-for-purpose planning data, reports and tool controls.

  • Scheduling software selection considers scale, collaboration, reporting and audit needs
  • Data dictionaries define mandatory fields, codes, calendars and status conventions
  • Schedule quality checks test logic, constraints, float and missing assignments
  • Spreadsheet controls protect formulas, versions, approvals and data sources
  • Access permissions separate schedule editing, review, approval and reporting responsibilities
  • Reporting extracts reconcile schedule, cost, risk and issue information

Participants can build, review and present a complete project planning and control pack for approval.

  • Project charter defines objectives, authority, assumptions, exclusions and success criteria
  • Work breakdown structure assigns accountable work packages and control accounts
  • Logic-driven schedule includes durations, dependencies, calendars, resources and milestones
  • Cost baseline time-phases budgets against planned work and control accounts
  • Risk register identifies schedule threats, responses, triggers and contingency actions
  • Performance report presents earned value, forecasts, variances and recovery recommendations

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

What you take back to work

  1. Project charter template
  2. Work breakdown structure and dictionary
  3. Logic-driven schedule model
  4. Time-phased cost baseline
  5. Earned value control dashboard
  6. Schedule recovery plan template

Who should attend

  • Project Managers — need credible plans, forecasts and control reports for delivery accountability
  • Project Coordinators — support schedule maintenance, action tracking and reporting cycles
  • PMO Analysts — require consistent planning standards and portfolio control data
  • Programme Managers — need to manage dependencies, milestones and cross-project resource demands
  • Operations Managers — plan business change while protecting service delivery commitments
  • Technical Leads — translate specialist work into estimates, dependencies and achievable dates

Skills and tools covered

Scope baseline developmentCritical path schedulingResource planningCost baseline controlEarned value analysisSchedule recovery planning

Tools and standards

PMBOK Guide, ISO 21502:2020, Critical Path Method, Earned Value Management

How the course runs

Training methodology

The instructor uses short briefings to introduce planning and control methods, followed by worked examples from technology, infrastructure, public-sector and operational projects. Participants analyse cases, build planning components in groups, review schedules for logic and resource issues, and respond to simulated status data. Discussions focus on assumptions, trade-offs and governance decisions rather than software button sequences. Individual application planning helps participants adapt the templates and methods to a current or upcoming project.

Requirements and prerequisites

Participants should understand the basic purpose of projects, milestones, budgets and stakeholder roles. They should have worked on at least one project, workstream or operational change initiative and be comfortable reading simple tables and charts. Experience creating project plans is useful but not essential. Participants do not need a project management qualification, advanced mathematics skills or prior use of specialist scheduling software. Those new to project work should first gain familiarity with project terminology, project life cycles and common governance roles.

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 terms and have participated in a project, workstream or operational change effort. Prior scheduling software experience and a formal project management qualification are not required.

Bring details of a current or planned project if your employer permits you to use them. A laptop is useful for working with templates, although course materials and case information are provided.

It is designed for project managers, coordinators, PMO staff, programme managers, operations managers and technical leads. It is most useful for people responsible for dates, resources, budgets, dependencies or progress reporting.

General project management courses cover the full range of project roles and processes. This course concentrates on the technical planning and control work needed to create schedules, baselines, forecasts and recovery plans.

You can use the templates and methods to rebuild an existing plan, prepare a new baseline or improve status reporting. The capstone structure provides a model for presenting planning information to sponsors and governance boards.

The first week develops scope, estimates, network schedules, resources and baselines. The second week focuses on progress measurement, earned value, forecasting, risk, recovery, reporting and the final planning and control 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

Related courses in Project Management