LookingGlass – Schedule & Cost Control (SCHCC)

Course Overview
This instructor-led course 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.
Course Introduction 3m
Course Introduction
Section 01 – Quick PM Review 24m
Quick PM Review
The PMI-SP Process
The PMI-SP Exam
The Basics of PM
The Five Process Groups
The Basics of PM: The Process
The Ten Knowledge Areas
Section 02 – Time Management 58m
Time Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
6.7 Control Schedule
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 & Review Technique (PERT)
Resource Considerations
Schedule Creation
Section 03 – Critical Path Method 29m
Critical Path Method
CPM Basics
Critical Paths in Network
Each Task
Critical Path Model
Resource Leveling
Simulation Advantages & Disadvantages
Duration Compression
Section 04 – Basic Cost Management 20m
Basic Cost Management
7.1 Plan Cost Management
7.2 Estimate Cost
7.3 Determine Budget
7.4 Control Costs
Types of Cost Estimating
Bottom-Up Cost Estimating
Analogous / Top Down Estimating
Parametric Cost Estimating
Types of Project Costs
Accuracy of Estimates
The Cost Baseline
Total Project Budget
Section 05 – Introduction to Earned Value 30m
Introduction to Earned Value
Intro to Earned Value Graphs
Basic Terms
Variances and Performance Indexes
Basic Formulas
Forecasting – ETC
Forecasting – EAC
Forecasting – TCPI
Forecasting – ETTC
Forecasting – Other Calculations
Cumulative Cost Curve
EV Performance
Section 06 – Critical Chain Management 53m
Critical Chain Management
Section Objectives
The Current Management Paradigm
Current Project Schedules
Project Schedules
The Results
What Else Can You Do?
Overestimate AKA Pad the Schedule
Management’s Response
A New Paradigm
The Theory of Constraints
Theory of Constraints Meets Project Management
Critical Chain Step 1
Critical Chain Step 2
Viable Schedules
Possible Paths
People on the Critical Chain
Resource Buffers
Project Buffers
Feeding Buffers
Critical Chain Project Management
Original Duration Estimate
Some Key Ideas
Section 07 – Other Cost Calculations 34m
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)
Common Depreciation Conventions
Straight Line Depreciation
Depreciation Examples
Depreciation Examples UP/O
Double Declining Balance (DDB)
Sum of the Years Digits (SYD)
Course Closure
Total Duration: 4h 11m

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