Detailed Course Outline:  In this two day course we closely follow the Method 123 Project Management Methodology ® and the
Project Management Book of Knowledge (PMBOK) ® by the Project Management Institute ®, a worldwide standard for best
practice of Project Management.  By adopting these methodologies for your projects you will greatly improve your likelihood of
bringing your projects in on time and below budget.

1. What is Project Management – What basic skills will be required of the Project Manager – Who are the major team players in any project
and what are their rolls.  What are Stakeholders and why communication is critical.
All projects have 4 basic phases, Project Initiation, Project Planning, Project Execution and Project Closure. During this course we will address
each and how these phases play and important roll in the overall project.

Project Initiation –
(a.) Describe the business problem or opportunity to be addressed.
(b.) Undertaking a Feasibility Study – Is this project right for you
(c.) Appointing a Project Team – Team leader and support staff.
(d.) Establishing a Project Office – Some projects call for a site office
(e.) Performing a Phase Review

Project Planning –
(a.) Create a Project Plan using the Work Breakdown Structure (WBS) of phases or tasks to be undertaken. This sequencing will allow you to
determine scheduling of labor and materials and cash flow requirements of the company.
(b.) Create a Resource Plan – What labor and equipment requirements will be needed.  Determining if subs are required.
(c.) Creating a Financial Plan – What cash flow is needed for this project. Are loans required to meet needs.  Payment schedules, etc.
(d.) Creating a Quality Plan -  What Quality Assurance or Quality Control targets or standards will be required.  This may include OSHA,
Governmental or Customer.
(e.) Creating a Risk Plan – What risk can be identified and how do we mitigate the impact or likelihood of occurrence.
During this portion of the course we discuss Change Management, Project Administration and the importance of a Daily Log.

Project Execution –
(a.) Time Management – Tracking and recording time spent against project estimates.
(b.) Cost Management – Recording the costs charged to the project against the project budget
(c.) Quality Management – Are the deliverables and workmanship standards being met.
(d.) Change Management – Reviewing and implementing request for changes to the project.
(e.) Risk Management – Assessing the level of risk assigned to the project at any given time and adjusting same if needed.
(f.) Issue Management – Identifying and resolving project issues.
(g.) Acceptance Management – Assuring deliverables are acceptable as specified by the customers and nationally accepted quality standards,
identifying problems and seeking resolutions from vendors or suppliers.

Project Closure –
Project closure is VERY important.  You must assure the client receives everything called for in the scope of the project, all vendors, suppliers
and subcontractors have been paid in full, a permits have been closed and approved, all appropriate documents have been filed with state and
local governments, bonds closed, etc. Lessons learned and how to properly archive files.

PLUS…..

2.  Project Life Cycles –
From Conception to Completion. Every project involves Uniqueness, a Timescale, a Budget, your Resources (manpower, finances, inventory,
and bond ability), Risk and Changes. What is a typical successful project and how to avoid common pitfalls. What is Fast Tracking a project and
how you determine you’re Milestones of a project.

3. The Project
What is a typical project. How to respond to a Bid or RFQ – What might I encounter in a bid request (Bond and Insurance Requirements) –
Defining the scope of the project – Construction planning (i.e. integrating my work with other contractors or the owner’s construction schedule),
etc.  Establishing baselines, How to use a Gantt chart and logic diagrams, assigning constraints and determining contingencies, etc.

4. The Contract –
Determining types of contracts and sub-contracts. Liquidated Damages – Litigation Avoidance, etc.

5. Project Implementation
Performance control, staffing levels, cutting deadwood and non-performers from your project, earned value for dollars spent… and much more.
Learning Objectives:
•        To learn proper Project Management terminology and formal processes
•        To identify key players in any Electrical or Low Voltage Project
•        To establish how to bring a project in on time and under budget
•        To identify problems early and avoid common pitfalls.

Both days PLUS! Student Workbook




$299.00
Approvals - North Carolina State Board of Examiners of Electrical Contractors #1050810 -16 Hours
            -North Carolina Alarm System Licensing Board # ASLB-12-733 - 6 Hours
Copyrighted  2015- Termark Technical Institute
Mastering Project Management for
Electrical & Low Voltage Contractors