In-house trainingProject Management

Project Management

By the end of the course, participants can define scope and success, build a realistic plan, own their risks and report honestly. They also know when to use a plan-driven approach and when to use Scrum.

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Project Management course cover
Key Outcomes
Define scope and success before starting
E.g., a one-page charter with the objective, deliverables, out-of-scope list, budget, deadline and a named sponsor, plus a check on outside dependencies such as land, permits or suppliers before kick-off.
Build a realistic plan
E.g., break "launch a new branch" into about 40 owned tasks, mark the critical path and add buffer where the plan depends on others.
Manage risk and change
E.g., a risk register with an owner and trigger for each risk, and a calm response when the sponsor asks for "one small addition" mid-project. Plan for the one-in-six, not the average.
Run the team and report honestly
E.g., status reports backed by facts, and a campaign moved to two-week sprints with a Daily Scrum of 15 minutes and a Sprint Review, following the Scrum Guide's transparency, inspection and adaptation.

Why teams need this

Projects usually go wrong at the start, not the finish. Scope is vague, nobody owns the risks, and dependencies surface late. Status reports then stay "green" until they turn "red". Flyvbjerg and Budzier studied 1,471 IT projects: the average cost overrun was 27%, but one in six was a "black swan" with a 200% cost overrun and a schedule overrun of almost 70%. PMI's 2018 Pulse of the Profession found 9.9% of every dollar invested is wasted, down from 13.5% in 2013. A Malaysian example: the Auditor-General reported that a PPR housing project in Sibu (original cost RM99.17 million) was delayed 1,120 days. The causes were the contractor's management and financial issues and an unresolved transfer of private land ownership (The Star, 15 October 2024).

Group work
Groups get one brief (e.g., relocate an office in eight weeks), build the charter, task breakdown and risk register, then swap plans and look for weaknesses.
Role-play
A sponsor wants an extra deliverable and an earlier deadline, and the project manager negotiates trade-offs between scope, time and cost. A second scenario is delivering bad news in a status meeting.
The course uses PMBOK as a shared vocabulary and Scrum for iterative work, and it is built around a live project of your own.

We use projects from your industry (construction, events, IT or retail rollout) and the tools your team already uses, such as Excel, Trello or Jira.

HRDC/HRDF training that builds confidence and drives growth.

Tell us what your team is facing. We will come back with a plan built around it.

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