Advanced Project Management

Advanced Project Management

Bascom Bridge’s  Advanced Project Management training course gives seasoned project managers the knowledge and skills necessary to successfully manage increasingly complex project issues to meet desired goals and objectives.



All students will learn to:

  • Avoid mistakes when executing and controlling a project
  • Deal with evolving stakeholder expectations
  • Use trend analysis to measure project performance and improve project outcomes.


All students should have experience in:

  • Reading and analyzing outputs from scheduling software such as Microsoft® Project.
  • Managing projects.
  • Fast Start® In Project Management or Project Management for Information Systems.


All attendees receive comprehensive courseware covering all topics in the course.


No computers are needed for this interactive class.

For classes delivered online, all participants need either dual monitors or a separate device logged into the online session so that they can do their work on one screen and watch the instructor on the other. A separate computer connected to a projector or large screen TV would be another way for students to see the instructor’s screen simultaneously with working on their own.


  • Project Selection and Initiation
    • Initiating Projects
    • When Do Projects Start? Defining the Project Life Cycle
    • Tips for Defining the Start of a Project
    • Considerations for Initiating Projects
    • Strategic Planning
    • Prioritizing Projects
    • Selecting Projects
    • Key Elements of the Initiating Process
    • Guidelines for Project Initiation
  • Project Execution Methodology
    • Project Execution Methodology
    • Starting Project Work
    • The Value of a Good Start
    • Ensuring a Successful Start to Project Work
    • What Planning Outputs are Needed, and How Good Must They Be?
    • Stakeholder Commitment and Team Resources
    • Inhibitors to Future Success and How to Deal with Them
    • Estimates that Don’t ‘Work’
    • Non-Participating Stakeholders
    • Vague or Uncommitted Resources
    • Other Inhibitors to Getting Work Done
    • The Process for Commencing Project Work
    • Communicating the Start of Project Work
    • Coordinating the Start of Project Work
    • Key Learning Points
    • Getting Work Done
    • Facilitating Project Work
    • Communicating Work Expectations (Work Authorization)
    • Managing Issues and Action Items
    • Key Learning Points
    • Progress, Status, and Forecasting
    • Capturing Progress
    • Updating the Schedule
    • Forecasting – Predicting Future Project Work
  • Project Variance and Control
    • Performance Reviews
    • Work Performance Information
    • A Framework for Performance Reporting
    • Understanding Different Types of Metrics
    • How Metrics Interact
    • Measuring Projects and Generating Metrics Reports
    • Interpreting Project Metrics
    • Baseline Metrics
    • Earned Value Management
    • Earned Value Management Variance Analysis
    • Earned Value Management Forecasting
    • Earned Value Management To-Complete Performance Index (TCPI)
    • Understanding the Causes of Variance
    • Defining Project Variance
    • Understanding Different Types of Project Variance
    • Root Contributors to Variance
    • Methods for Identifying Root Contributors
    • Taking Corrective Action to Overcome Variance
    • Definition/Intention of Corrective Action
    • Understanding Points of Leverage
    • Managing Change, Quality, and Risk
    • Responding to the Dynamic Nature of Projects
    • Using Process to Create Transparency
    • Control Processes for Project Change
    • Quality Control
    • Quality Assurance
    • Risk Monitoring and Control Process
  • Project Closure and Learning
    • The Closing Process
    • The Challenge of Project Closure
    • When and How to Learn from Projects
    • Initial Sizing
    • Detailed Estimating
    • Unforeseen Events
    • Project Closure Reporting and Archiving Processes
    • Step 1 — Obtain Formal Acceptance
    • Step 2 — Shut Down the Work Engine
    • Step 3 — Analyze Metrics, Baseline, and Change Data
    • Step 4 — Evaluate Processes and Documentation
    • Step 5 — Documenting Project Events and Circumstances
    • Step 6 — Generating Lessons Learned
    • Step 7 — Finalize and Share the Project Closure Report
    • Step 8 — Celebrating the End of the Project
    • Step 9 — Archive the Project Records
    • Step 10 – Conduct Follow-Up Surveys as Negotiated
  • Summary and Conclusion
    • Where We’ve Been
    • Where to Go Next
    • Appendix A – Managing Projects Better with Process
    • Intent and Ownership of Processes
    • Process as a Tool for Success in Project Management
    • Differentiating Between Project Management and Product Development
    • Overviews of Methodologies
    • Value of a Project Management Methodology
    • Using a Methodology
    • Creating a Methodology
    • Appendix B – “Special Situations” (That Happen All the Time)
    • Managing Several Projects Simultaneously
    • Priority
    • Process
    • Workflow
    • Taking Over Ongoing Projects
    • Establishing Credibility and Project Visibility
    • Inventory the Project to Find Leverage Points
    • “Threading” Your Methodology to an Ongoing Project
    • Stakeholder Change
    • What is a Stakeholder Change?
    • Assessing the Impact of Stakeholder Change on Your Project
    • Responding to Stakeholder Change
    • Scaling Project Management to Meet the Project Needs
    • Factors in Scaling Project Management
    • Identifying and Protecting the Core Project Management Processes

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Advanced Project Management

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  • Course No : PM-102
  •  Theory : 50%
  •  Lab : 50%
  • Duration : 18 hours

All students should have experience in:

  • Reading and analyzing outputs from scheduling software such as Microsoft® Project.
  • Managing projects.
  • Fast Start® In Project Management or Project Management for Information Systems.
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