Project and program management

Bring excellence to the flow of projects and programs.

Signs that something must be done…

Unfortunately, many projects are completed late, outweigh the costs and fail to meet the objectives.

Much effort is devoted to monitoring and coordination between the different responsible and yet not get an effective complement deadlines.

The costs soar. Always late and just discontent. The budgets have been overwhelmed and margins have diminished or nonexistent. Not to mention when we are managing “programs” or “groups of projects” managed simultaneously and continuously. The issue becomes more difficult, as budget distribution, to allocate shared resources, decide priorities among others, is required.

All strung out on schedule, often with changes from the original objectives and drag it to new projects with the same consequences.

All these symptoms indicate that we have to enter “good practices” into project management and especially in a program management, to do the planning, execution and control of these in an agile and efficient way, with an advanced methodology.

Obviously, doing so will improve the benefit and future of the company, the more if medium or small.

What to learn?

To design, develop and execute programs, including the uncertainty, risk management, budgets and costs of multiple projects. That is applying the concepts of a complete program management, including:

* Definition of the project.

* Feasibility and expectations

* Basic objectives, deadlines and deliveries

* Specifications.

* Project planning:

* Primary responsibility. Conformance criteria

* General budget, basic costs and profitability.

* Decomposition of tasks. Working Structure

* Lists of Activities. Dependencies.

* Milestones, basic supplies and critical path

* Duties and charges

* Duration of activities and deliverables

* Gantt charts, resource Chart, PERT etc..

* Project risks. Alternatives and remedies

* Balancing resources

* Quality Plan

* Purchases and contracts

* Management of external resources

* Project Execution and Control

* Flow of activities

* Critical Flows

* Costs and disbursements.

* Analysis of costs to the final cost projection

* Risk management and incident

* Technical Changes

* Communication and documentation

* Close the project.

* What have we learned?

* Evaluation and experiences yields

* Approval deliveries and economic closure

It is also important to use the concept of agility in all processes. And finally, learn how to design and use the measures and indicators.


  • Transmit “best practices” to apply to the planning, implementation and monitoring of projects and programs
  • Efficiently plan and conduct the company’s scarce resources for projects
  • Select appropriate technology and tools for program management.
  • Facilitate connection with other ongoing activities of the company
  1. Introduction to projects and programs of projects. Definitions and Concepts
  2. Project management, complete process, tools and techniques. Initiation, planning, execution, control and close projects.
  3. Organization and management of project schedules.
  4. Economic performance. Costs and margins. Tools / Technology
  5. The concepts of “lean” and agility and its importance in the economy of resources. Practical application to the reduction of activities and unnecessary costs
  6. Responsibilities. People are key to activate the change processes
  7. Assessment methodology. Measures and indicators
  8. Closure of projects. Approval of deliveries and economic performance. What have we learned and learn from each project?
  9. Conclusions and Implementation
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