Course Description Schedule andamp; Cost Control provides participants with real world tools to manage the complex problems surrounding schedule and cost management. Students will learn a variety of tools and techniques to see what works and what does not in the real world of project management. This course is best suited for intermediate and advanced project managers. Students can claim 14 PDU/Contact Hours upon completion of this course. Example Training Video (Not From This Course) Course Content Section 01 - Quick PM Review Agenda Quick PM Review The PMI-SP Process The PMI-SP Exam The Basics of PM The Five Process Groups The PMI Process Model The Nine Knowledge Areas Section 02 - Time Management Time Management The PMI Scheduling Model 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimating Activity Duration 6.5 Develop Schedule 6.6 Control Schedule Decomposition Dependencies Types of Dependencies Precedence Diagramming - Finish to Start Precedence Diagramming - Start to Start Precedence Diagramming - Finish to Finish Precedence Diagramming - Start to Finish Conditional Diagramming Leads and Lags Duration Estimating Methods Bottom-Up Estimating Analogous Estimating Expert Judgment for Estimating Parametric Modeling Estimating Program Evaluation andamp; Review Technique (PERT) Project Evaluation andamp; Review Technique (PERT) Resource Considerations Schedule Creation Section 03 - Critical Path Method Critical Path Method CPM Basics CPM Basics 2 CPM Diagram Definitions A Basic PDM Diagram Add CPM Constraints Resource Leveling Simulation Simulation Advantages andamp; Disadvantages Duration Compression Section 04 - Basic Cost Management Basic Cost Management 7.1 Estimate Cost 7.2 Determine Budget 7.3 Control Costs Types of Cost Estimating Bottom-Up Cost Estimating Analogous / Top Down Estimating Parametric Cost Estimating Types of Project Costs Estimate Types The Cost Baseline Total Project Budget Section 05 - Introduction to Earned Value Introduction to Earned Value Basic Performance Reporting Triangle Reporting Basic Terms Basic Terms Continued Basic Formulas The Key to Learning EVT Analysis Reading EVT Values An Example Forecasting - ETC Forecasting - EAC Forecasting - TCPI Forecasting - ETTC Forecasting - Other Calculations Cumulative Cost Curve EVT Charting EV Performance Radar EV 4th Dimension Radar Performance Dashboard Section 06 - Critical Chain Management Critical Chain Management Section Objectives The Current Management Paradigm Current Project Schedules Project Schedules Project Schedules 2 Project Schedules 3 Project Schedules 4 Project Schedules 5 The Results What Else Can You Do? Overestimate AKA Pad the Schedule Management\'s Response Resources A New Paradigm The Theory of Constraints Theory of Constraints Meets Project Management Critical Chain Step 1 Critical Chain Step 2 Prevent Multi-Tasking Prevent Multi-Tasking 2 CCPM Key Concepts A CCPM Example A CCPM Example 2 A CCPM Example 3 A CCPM Example 4 A CCPM Example 5 A CCPM Example 6 A CCPM Example 7 A CCPM Example 8 A CCPM Example 9 Reality A Better Way Measures Remember… Some Key Ideas Section 07 - Other Cost Calculations Other Cost Calculations Present Value (PV) Net Present Value Calculation Net Present Value (NPV) Future Value Calculation Internal Rate of Return (IRR) Return On Investment (ROI) Payback Period Benefit Cost Ratio (BCR) Opportunity Costs (OC) Depreciation Common Depreciation Conventions Common Depreciation Conventions 2 Depreciation Formulas Depreciation Examples Depreciation Examples UP/O Depreciation - DDB Depreciation - SYD Course Closure PACKAGE INCLUDES 12 Months Online Subscription to instructor-led classroom sessions with full audio, video and Review Quiz Components 14 PDU/Contact Hours upon Completion Free 1 Year Upgrade Policy Need to train your Team? Contact Us for Discounts on Multiple Subscription Purchases.