Project Planning, Scheduling and Cost Estimation Training Course

Participants can decompose approved scope into controllable work packages and control accounts.

• Work breakdown structure decomposes approved scope into controllable work packages
• 100 percent rule tests completeness without double counting deliverables
• Deliverable-based decomposition separates outputs from activities and administrative effort
• Work package dictionary records boundaries, owners, assumptions, resources and acceptance
• Control accounts group work packages for responsibility and performance measurement
• Rolling-wave planning details near-term work while preserving future planning packages

Participants can convert work packages into sequenced activities with explicit dependencies.

• Activity lists convert work packages into schedulable tasks with clear completion points
• Activity attributes capture predecessors, responsible roles, calendars and constraints
• Milestone definition distinguishes zero-duration decision points from delivery activities
• Dependency mapping identifies finish-to-start, start-to-start, finish-to-finish and start-to-finish relationships
• Mandatory, discretionary and external dependencies documented with dependency rationale
• Lead and lag values model overlap, waiting time and operational handoffs

Participants can construct network schedules and identify critical path activities and float.

• Precedence diagramming method sequences activities using explicit logical relationships
• Network diagrams expose parallel paths, merges, loops and missing predecessors
• Critical path method calculates early dates, late dates and total float
• Free float distinguishes local flexibility from project completion flexibility
• Negative float signals imposed dates requiring scope, logic or resource action
• Schedule constraints tested for realism before baseline approval

Participants can estimate activity durations using uncertainty, productivity and availability data.

• Three-point estimating applies optimistic, most likely and pessimistic duration estimates
• PERT weighted averages convert uncertainty into planning duration estimates
• Expert judgment calibrated through reference-class comparisons and documented assumptions
• Resource calendars reflect working time, shifts, holidays and availability restrictions
• Productivity rates convert quantities, crew sizes and outputs into durations
• Duration contingency protects uncertain activities without concealing management reserve

Participants can assign resources, identify conflicts and improve schedule feasibility.

• Resource loading assigns labour, equipment and materials to scheduled activities
• Resource histograms reveal peaks, gaps and competing assignment demands
• Resource levelling resolves overallocations by changing dates, logic or assignments
• Resource smoothing protects fixed completion dates while using available float
• Critical chain buffers protect resource-constrained schedules from variability
• Responsibility assignment matrices align work packages, accountable owners and support roles

Participants can establish schedule baselines and communicate key delivery commitments.

• Schedule baseline records approved dates, logic, calendars and milestone commitments
• Baseline review checks scope coverage, feasible durations and resource availability
• Milestone schedules communicate executive commitments without hiding detailed control logic
• Near-critical path analysis identifies activities requiring active management attention
• Schedule narrative explains assumptions, constraints, key risks and update rules
• Change requests assess time effects before altering approved baseline dates

Participants can select and document appropriate cost estimating methods for project maturity.

• Estimate basis documents scope, quantities, rates, exclusions and source data
• Analogous estimating derives early costs from comparable completed projects
• Parametric estimating applies unit rates, cost drivers and scaling factors
• Bottom-up estimates aggregate work package labour, materials, equipment and services
• Vendor quotations evaluated for specification alignment, validity periods and commercial conditions
• Estimating accuracy ranges matched to project definition maturity

Participants can develop transparent work package cost estimates from cost components.

• Cost breakdown structure aligns estimates with work packages and control accounts
• Direct labour costs calculated from hours, rates, burdens and productivity
• Material estimates include quantities, wastage, freight, duties and price basis
• Equipment costs separate ownership, hire, mobilisation, operating and demobilisation charges
• Indirect costs allocated using stated bases and traceable calculation rules
• Estimate reconciliation identifies omissions, overlaps, arithmetic errors and unsupported allowances

Participants can quantify uncertainty and establish justified contingency reserves.

• Risk register links identified threats and opportunities to cost and schedule exposure
• Expected monetary value quantifies discrete risks using probability and impact
• Contingency reserves derived from risk analysis rather than percentage habit
• Management reserve distinguished from cost baseline and assigned risk ownership
• Sensitivity analysis identifies assumptions with the greatest estimate influence
• Monte Carlo simulation interprets confidence ranges for dates and costs

Participants can create time-phased budgets and approved project cost baselines.

• Time-phased budgets distribute work package costs across planned execution periods
• Cost baseline integrates authorised scope, schedule dates and resource requirements
• Funding requirements distinguish planned expenditure from cash availability and release timing
• S-curves display cumulative planned value, actual cost and forecast expenditure
• Control accounts establish budget holders, reporting boundaries and variance responsibility
• Budget change control preserves version history, approvals and audit trail

Participants can measure performance and forecast final project cost and schedule outcomes.

• Earned value management integrates scope, schedule and cost performance measures
• Planned value, earned value and actual cost calculated consistently
• Schedule performance index and cost performance index diagnose execution trends
• Estimate at completion uses CPI, SPI and management forecasting judgment
• Variance at completion quantifies expected overrun or underrun against budget
• Performance reports distinguish current-period variance from cumulative variance

Participants can collect reliable progress data and test schedule quality.

• Status date discipline prevents mixing completed work with future reporting periods
• Physical percent complete uses objective completion rules for earned value
• Remaining duration updates test forecast dates against current productivity
• Progress measurement methods suit discrete, apportioned and level-of-effort work
• Schedule health checks test logic quality, excessive constraints and long activities
• Cost forecasts reconcile commitments, actuals, accruals and remaining work

Participants can assess change impacts and prepare targeted recovery plans.

• Integrated change control evaluates scope, schedule, cost, risk and benefit effects
• Impact assessments trace requested changes through work packages and milestones
• Schedule compression compares crashing costs with fast-tracking risk exposure
• Recovery plans prioritise critical path actions, resource shifts and decisions
• Trend registers distinguish emerging pressure from approved baseline changes
• Decision logs record alternatives, authority, rationale and implementation dates

Participants can establish planning governance, escalation thresholds and useful management reports.

• Weekly control cycle collects status, validates evidence, forecasts outcomes and escalates decisions
• RAG thresholds trigger predefined management action before tolerance breaches
• Milestone trend analysis reveals forecast slippage across successive reporting periods
• Dashboard design separates executive indicators from workstream control detail
• Variance narratives state cause, effect, corrective action, owner and due date
• Project closeout captures estimating assumptions, actual rates and schedule lessons

Participants can build, review and present a complete integrated project planning pack.

• Integrated planning pack combines scope, schedule, resources, estimate and risk provisions
• Charter, scope statement and WBS form the approved planning foundation
• Network schedule identifies critical path, float, constraints and key milestones
• Cost baseline time-phases control-account budgets and contingency provisions
• Earned value measures define progress rules, thresholds and forecast calculations
• Governance pack specifies status cycle, change authority and escalation routes
• Peer review tests traceability, feasibility, assumptions and management presentation
• Management presentation defends plan choices, forecast logic and control actions