Training organization of management in construction. Advanced training course for construction project management under conditions of severe restrictions and changes in the legal framework

Chercher 01.04.2020

Banks

Management of investment and construction projects
Introduction to project management. Role and place project management
International associations and standards in project management.
The main causes of problems in the implementation of large infrastructure projects.
Control objects in project activities. project, program, portfolio.
The difference between a project and current operational activities.
What is a project? Project definition.
Project, program, portfolio of projects. Signs, distinctive features, management tasks.
Project activities in the organization. Projects and programs as a tool for implementing the company's strategy.
Project life cycle.
Investment and construction project as a management object.
Features of the investment and construction project.
Life cycle of an investment and construction project.
Pre-investment phase of the project.
Investment phase of the project.
Post-investment phase.
Subjects of project management.
Project participants and stakeholders. Main roles and interests.
Project customer. Role and main functions.
Project Manager. Responsibilities, powers and functions.
Project curator. Tasks and functions of the curator.
Principles of forming the organizational structure of the project.
Types organizational structures project. Functional, project and matrix structures. Advantages and disadvantages. Conflict of interest in matrix structure and ways to minimize it.
Participants and stakeholders of the investment and construction project.
Investor, Developer, Builder, Customer.
Framework of the investment and construction project.
Organizational structure of the investment and construction project.
Project management processes and functions.
Business game : Project management, basic steps ( common sense+ recommendations from professionals).
Main groups of project management processes.
Overview of the main functional areas of project management.
Using a process model in project management.
Project initiation. preparing for an effective start.
Project initiation. Main tasks and possible difficulties.
Recommended structure of the Project Charter.
Definition of the project as a management object. Mission, goals, limitations and assumptions of the project.
Levels of goal setting. Results and product of the project.
Project success criteria.
Business game: Development and approval of the project charter.
Project planning and risks.
The main planning tasks in the project. List of plans being developed.
Development algorithm calendar plan.
Structural planning.
Hierarchical structure of project work. Design principles. Depth of detail of work. Determination of completeness of decomposition.
Business game: Development of a hierarchical structure of project work.
Strategic planning project.
Control events in the project.
Project plan by milestones. Principles for defining and formulating project milestones.
Business game: Development of a project plan based on milestones.
Project scheduling.
Determining the sequence of work. Project network diagram. Purpose and methods of constructing a network diagram.
Estimation of the duration of work in the project. Basic methods for estimating duration and recommendations for their practical application.
Project schedule as a tool for forecasting and timely adoption management decisions. Signs of a well-developed project schedule.
Optimization of the project schedule. Critical path method. Analysis of temporary work reserves.
Resource conflicts and ways to resolve them.
Case demonstration: Development and control of the calendar plan in the Microsoft Office Project 2010 system.
Project risk management.
Definition of risk. Risks and uncertainty. Risk management processes. Additional roles in the risk management project.
Methods and means of risk identification. Formulation of consequences, causes of risk and risk event.
Business game: Identification of project risks.
Qualitative risk assessment. Determining the consequences and likelihood of risk. Risk impact assessment matrix. Expert review probability of risk.
Probability-impact matrix. “Map” of risks.
Developing a risk response plan. Response methods: avoiding, minimizing, transferring, accepting risks.
Business game: Developing a risk response plan.

Construction Project Scheduling

Basic principles of project planning.
Basic planning tasks in a construction project.
List of plans being developed.
Scenario for developing a calendar plan.
Structural planning.
Hierarchical structure of the project product. Purpose and method of construction.
Business game: Development of a hierarchical structure of the project product.
Hierarchical structure of project work.
Business game: Development of a hierarchical structure of project work.
Business game: Development of a combined structure.
Determination of the levels of detail of the DRG and GPR.
Construction project milestones.
Requirements for determining control points.
Types and classification of control points.
Business game: Development of a project plan by milestones.
Construction project scheduling.
Description of the technology for performing the work.
Project schedule as a forecasting tool.
Optimization of the project schedule.
Kinds calendar schedules construction project.
Multi-level construction project planning system.
Purposes of applying planning in different phases life cycle.
Closed cycle of production planning processes.
Directive schedule for a construction project.
Development of an enlarged schedule.
Planning tools for the pre-investment phase.
Features of the development of CSG.
The purpose of the CSG and the source of requirements for it.
Initial data for the development of DRGs.
Planning, development and approval of CUSG.
Planning of construction and installation work as part of the CSG.
Features of the development of GPR.
The purpose of the GPR and the source of requirements for it.
Initial data for the development of the GPR.
Planning, development and approval of state planning regulations.
Planning of construction and installation work as part of the State Development Plan.
Construction project control and reporting.
Organization of fact collection by physical volumes.
Requirements for building a reporting system.
Reporting levels: project portfolio, CSG, GPR.
Software products.
Review software products By scheduling construction projects.
Comparative analysis software products.
Features of licensing.
Organization of calendar planning.
Optimal implementation strategy.
Changes in organizational structure.
Review of necessary regulations.

BIM: information modeling object

Systematic approach to construction project management.
What are the benefits of BIM and why is it being developed in the West and Russia.
Key Concepts BIM.
3D, 4D, 5D, 6D - BIM capabilities at different phases of the project life cycle.
Levels of BIM maturity and range of tasks to be solved.

Practical techniques in managing investment construction projects

Increasing order and executive discipline. Putting documents in order, structuring the composition and storage locations of electronic and paper documentation, facilitating search and navigation project documentation security information security. Increasing employee performance discipline single base assignments are a motivational aspect of performance discipline.
Formalization management accounting and budgeting: classifiers (cost centers, stages, items, projects), budgeting horizons, budgeting regulations, application for use Money payment base, budget updating.
Scheduling, tracking the progress of the project, monitoring deadlines: development of the Project Implementation Schedule (PIS), monitoring the execution of the PIS, regulations for adjusting and updating the PIS.
Basic methods effective preparation and holding tenders: dividing the project into separate works (tenders); preparing a tender package; determining the circle of tender participants; determining the most appropriate form of tender; summarizing the results and awarding victory.
Practical development of an investment construction project using information technologies: creation of a Project Manager Panel, photo progress of the construction process, creation of an interactive tender table (tender navigation system), creation unified register payments, building management reports on its basis.

1. Project management model. Control objects.

2. Introduction

· Goals, objectives and structure of the course.

· Basic concepts: project, project management.

· What is Project and Project Management? The role and importance of Project Management in the modern world.

3. Place and role of Project Management in management activities.

· State and development of Project Management.

· Project. Program.

· The concept of project and program. Existing interpretations of the concept of project. Signs of the project. Project and programs as management objects, their characteristics.

· Varieties and classification of projects and programs.

· Features of various types of projects and programs.

4. Goals and strategies.

· Concept and definition of the project's goals and strategy. The main aspects reflected when describing the purpose of the project. The relationship between the goals and objectives of the project. Define and evaluate project goals and strategies.

· Criteria for project success and failure.

· The concept of project success and failure criteria. Factors influencing project success and failure. Requirements for criteria and main types of criteria. Interrelation and independence of criteria for project success and failure. Examples of successful and unsuccessful projects.

5. Project structures.

· The concept of project structures. Principles of structural decomposition of the project. Rules for constructing project structures. Types and examples of structural project models used in PM.

6. Project life cycle and phases.

· Concepts of project life cycle and phases. General structure project life cycle. Varieties and examples of project life cycles.

· The relationship between the life cycles of a project, product and organization. Composition and content of work in the main phases of the project life cycle.

· The concept and purpose of milestones and milestones in a project.

· Examples of constructing project life cycles.

7. Project environment.

· The concept of the project environment. "Near" and "far" environment of the project. Internal environment project. The influence of the environment on different types of projects.

· Examples of project environments and their analysis.

8. Subjects of management.

9. Project participants.

· The concept of project participants. Composition of project participants. Role and functions of the main participants. Interaction between project participants.

· Examples of determining the composition of project participants

· Project team.

· Concept of a project team. The main tasks of the project team. Composition and functions of project team members. Formation and development of the project team.

· Examples of project team composition.

· Project Manager.

· Place and role of the project manager. Modern requirements to the project manager. Rights and responsibilities of the project manager. Basics professional excellence project manager.

10. Project manager qualifications and certification.

· Management and leadership.

· Leadership concepts. Leadership styles. Difference between management and leadership.

· Organizational structures of the project.

· Concepts and types of project organizational structures. Dependence of the project organizational structure (OBS) on the project breakdown structure (WBS). Types of organizational structures: functional, project, matrix, mixed. Their comparative characteristics.

· Examples of organizational structures of project-oriented organizations.

· Permanent or parent organization.

· The concept of a permanent or parent organization. Project and organization. Culture and style in organizations and firms. Dependence of the organizational structure of the project on the organizational structure of the parent organization.

· Problem solving. Negotiations, business meetings.

· Concept of problem solving in project management. Standard problem resolution sequence. Methods used to resolve problems in project management.

· Purpose, goals and objectives of negotiations and business meetings. Their preparation and implementation. Participants and their roles. Decision making and results of negotiations and business meetings.

· Methods of conducting negotiations and business meetings. Subjects of negotiations.

· Standards and norms. Legal (legal) aspects.

· The concepts of standards and norms, their role and significance in project management. Varieties of standards. Standards and norms as the basis for interaction between project participants. Examples of current standards in UE.

· The concept of legal support for the project. Manager and legal aspects of the project. Usage legal framework during the implementation of the project.

· Information technology in the project.

· The concept and purpose of information technology in the project. Various aspects of information technology. Compatibility of information technologies in the project. Information support for project management: composition, structure, characteristics.

· Software tools for project management. Their functionality and criteria for selecting software. Characteristics of the state of the market for project management software products.

11. Project management processes in construction.

· Project management.

· Project management concept. Basic elements of project management. Classification of project management tasks.

· Project-oriented management

· The concept of project-oriented management. Purpose and advantages of project-oriented management. Management objects in a project-oriented organization. Types and types of organizations using project-oriented management. Examples. The connection between project-oriented management and corporate governance.

· Systems Management

· System concepts. Correlation between the concepts of system and project. Varieties and characteristics of systems as a control object. System life cycle.

· The concept of systems management. Systems management methods. Examples.

· Application of project management in construction.

· The purpose and purpose of using project management in construction. Main stages. Project management in modern conditions.

12. Stages of the Project Management process in construction, including bidding, preparation of initial permitting documentation, engineering surveys, development and approval of project documentation.

· Examples of processes in project management.

· The main functions of the customer in managing the construction of the facility. Tasks solved at different stages of project management for the construction of a facility. Examples.

13. Functional areas of project management.

· Project domain management

· Concepts of project domain and project domain management. Stages of the project domain management process. The main tasks of the stages of the project domain management process. Structural decomposition of the project, as the basis for defining the subject area of the project. Methods for managing the project's subject area. Technology and procedures for making changes to the subject area of the project. Examples of defining and constructing a project's subject area.

· Project management based on time parameters

· The concept of project management according to time parameters. Determining the project schedule and its types. Concepts of timing parameters and criteria in Project Management. Stages of the project management process according to time parameters. The main tasks of the stages of the project management process according to time parameters. Models, methods and procedures for project management based on time parameters. Examples of constructing a calendar plan calculation model.

· Project cost and financial management

· The concept of project cost and financial management.

· Concepts of project cost and budget. The need for cost management in the project. Factors influencing the cost of the project. Stages of the project cost and financial management process. The main tasks of the stages of the project cost and financial management process.

· Methods and procedures for estimating the cost and forming the project budget. Examples.

· Project quality management

· Concepts of quality and quality management in a project. Project management quality standards of the ISO-9000 family. Stages of the quality management process in a project. The main tasks of the stages of the quality management process in the project. Methods of quality assurance and control in the project. Examples.

· Project risk management.

· The concept of risk management in a project. Types of risks in a project. Stages of the risk management process in a project. The main tasks of the stages of the risk management process in the project. Methods for forecasting and identifying risks. Risk assessment methods. Methods for responding to risk events in a project. Methods for monitoring and regulating measures to reduce risks in a project.

· Examples of analysis and risk assessment in a project.

· Personnel management in the project.

· The concept of personnel management in a project. Stages of the personnel management process in the project. The main tasks of the stages of the personnel management process in the project. Definition functional responsibilities project participants. Principles of creating a project team.

· Planning the work of the project team. Formation of the project team. Organizing a successful project team. Managing the development and activities of the project team. Examples.

· Managing conflicts in a project.

· The concept of conflict management in a project. Causes of conflicts. The concept of crisis. Methods of conflict resolution. Examples.

· Project security management.

· The concept of security management in a project. Methods and means of ensuring security in the project. The Project Manager is responsible for safety in the project. Examples.

· Project communication management

· The concept of communication management in a project. Stages of the communication management process in a project. The main tasks of the stages of the communication management process in the project. Types of communications. Communication planning methods. Design information support in project. Development of an accounting and reporting system for the project. Documentation and archiving of completed project work. Examples.

· Project supply and contract management

· The concept of supply and contract management in a project. Stages of the supply and contract management process in a project. The main tasks of the stages of the supply and contract management process in the project. Supplies in the project. Types of contracts. Tender documentation and bidding. Conclusion of contracts. Contract administration. Contract and supply planning methods. Examples.

· Project change management.

· The concept of change management in a project. Forecasting and planning changes. Implementation of changes in the project. Control and regulation of changes in the project.

· Systematic approach and integration in project management.

· Concepts systematic approach and integration in project management. Project as a system. System analysis project. Methods and means of a systematic approach to the project.

14. History and development trends in project management.

· Project management abroad.

· Origins of the UP. Stages of development. Professional organizations in Project Management. Examples. UE as a special area professional activity. Training and certification of personnel in Project Management. Certification systems. Examples.

· Project management in Russia.

· The main stages of development of UE and their characteristics. Russian Association of Project Management. Objectives and prospects for the development of Project Management.

· Project management in the modern economy.

· Trends in socio-economic changes and their impact on the structure and management of project-oriented activities. Features of project management in the modern economy.

· The future of project management.

· Main trends and directions of global and national development of project management.

15. Final provisions of project management. Efficiency project management

· Final provisions of project management.

· Efficiency of project management. Conclusion.

Banks

Management of investment and construction projects
The role and place of project management in the modern world.
International associations and standards in project management.
The main causes of problems in the implementation of large infrastructure projects.
Management objects in project activities. project, program, portfolio.
The difference between a project and current operational activities.
What is a project? Project definition.
Project, program, portfolio of projects. Signs, distinctive features, management tasks.
Project activities in the organization. Projects and programs as a tool for implementing the company's strategy.
Project life cycle.
Investment and construction project as a management object.
Features of the investment and construction project.
Life cycle of an investment and construction project.
Pre-investment phase of the project.
Investment phase of the project.
Post-investment phase.
Subjects of project management.
Project participants and stakeholders. Main roles and interests.
Project customer. Role and main functions.
Project Manager. Responsibilities, powers and functions.
Project curator. Tasks and functions of the curator.
Principles of forming the organizational structure of the project.
Types of project organizational structures. Functional, project and matrix structures. Advantages and disadvantages. Conflict of interests in the matrix structure and ways to minimize it.
Participants and stakeholders of the investment and construction project.
Investor, Developer, Builder, Customer.
Framework of the investment and construction project.
Organizational structure of the investment and construction project.
Project management processes and functions.
Business game: Project management, basic steps (common sense + recommendations from professionals).
Main groups of project management processes.
Overview of the main functional areas of project management.
Using a process model in project management.
Project initiation. preparing for an effective start.
Project initiation. Main tasks and possible difficulties.
Recommended structure of the Project Charter.
Definition of the project as a management object. Mission, goals, limitations and assumptions of the project.
Levels of goal setting. Results and product of the project.
Project success criteria.
Business game: Development and approval of the project charter.
Project planning and risks.
The main planning tasks in the project. List of plans being developed.
Algorithm for developing a calendar plan.
Structural planning.
Hierarchical structure of project work. Design principles. Depth of detail of work. Determination of completeness of decomposition.
Business game: Development of a hierarchical structure of project work.
Strategic project planning.
Control events in the project.
Project plan by milestones. Principles for defining and formulating project milestones.
Business game: Development of a project plan based on milestones.
Project scheduling.
Determining the sequence of work. Project network diagram. Purpose and methods of constructing a network diagram.
Estimation of the duration of work in the project. Basic methods for estimating duration and recommendations for their practical application.
Project schedule as a tool for forecasting and timely management decisions. Signs of a well-developed project schedule.
Optimization of the project schedule. Critical path method. Analysis of temporary work reserves.
Resource conflicts and ways to resolve them.
Case demonstration: Development and control of the calendar plan in the Microsoft Office Project 2010 system.
Project risk management.
Definition of risk. Risks and uncertainty. Risk management processes. Additional roles in the risk management project.
Methods and means of risk identification. Formulation of consequences, causes of risk and risk event.
Business game: Identification of project risks.
Qualitative risk assessment. Determining the consequences and likelihood of risk. Risk impact assessment matrix. Expert assessment of risk probability.
Probability-impact matrix. “Map” of risks.
Developing a risk response plan. Response methods: avoiding, minimizing, transferring, accepting risks.
Business game: Developing a risk response plan.

Construction Project Scheduling

Basic principles of project planning.
Basic planning tasks in a construction project.
List of plans being developed.
Scenario for developing a calendar plan.
Structural planning.
Hierarchical structure of the project product. Purpose and method of construction.
Business game: Development of a hierarchical structure of the project product.
Hierarchical structure of project work.
Business game: Development of a hierarchical structure of project work.
Business game: Development of a combined structure.
Determination of the levels of detail of the DRG and GPR.
Construction project milestones.
Requirements for determining control points.
Types and classification of control points.
Business game: Development of a project plan by milestones.
Construction project scheduling.
Description of the technology for performing the work.
Project schedule as a forecasting tool.
Optimization of the project schedule.
Types of construction project schedules.
Multi-level construction project planning system.
The goals of using planning at different phases of the life cycle.
Closed cycle of production planning processes.
Directive schedule for a construction project.
Development of an enlarged schedule.
Planning tools for the pre-investment phase.
Features of the development of CSG.
The purpose of the CSG and the source of requirements for it.
Initial data for the development of DRGs.
Planning, development and approval of CUSG.
Planning of construction and installation work as part of the CSG.
Features of the development of GPR.
The purpose of the GPR and the source of requirements for it.
Initial data for the development of the GPR.
Planning, development and approval of state planning regulations.
Planning of construction and installation work as part of the State Development Plan.
Construction project control and reporting.
Organization of fact collection by physical volumes.
Requirements for building a reporting system.
Reporting levels: project portfolio, CSG, GPR.
Software products.
Review of software products for scheduling construction projects.
Comparative analysis of software products.
Features of licensing.
Organization of calendar planning.
Optimal implementation strategy.
Changes in organizational structure.
Review of necessary regulations.

BIM: object information modeling

Systematic approach to construction project management.
What are the benefits of BIM and why is it being developed in the West and Russia.
Key concepts of BIM.
3D, 4D, 5D, 6D - BIM capabilities at different phases of the project life cycle.
Levels of BIM maturity and range of tasks to be solved.

Practical techniques in managing investment construction projects

Increasing order and executive discipline. Putting documents in order, structuring the composition and storage locations of electronic and paper documentation, facilitating search and navigation through project documentation, ensuring information security. Increasing the performance discipline of employees; a unified base of instructions; the motivational aspect of performance discipline.
Formalization of management accounting and budgeting: classifiers (cost centers, stages, items, projects), budgeting horizons, budgeting regulations, application for the use of funds, payment base, updating of budgets.
Scheduling, tracking the progress of the project, monitoring deadlines: development of the Project Implementation Schedule (PIS), monitoring the execution of the PIS, regulations for adjusting and updating the PIS.
The main methods for effectively preparing and conducting tenders: dividing the project into separate works (tenders); preparing a tender package; determining the circle of tender participants; determining the most appropriate form of tender; summarizing the results and awarding victory.
Practical development of an investment construction project using information technology: creation of a Project Manager Panel, photo progress of the construction process, creation of an interactive tender table (tender navigation system), creation of a unified register of payments, construction of management reports based on it.

Prohibitions and approvals for construction in different places, with different authorities, conditions for approval.
Explanations in connection with unauthorized buildings, un-demolishable unauthorized buildings.
Establishment and influence on the construction of various zones with special conditions for the use of territories: sanitary protection, security.
Education land plots in different ways, before and after GPZU, with and without PPMT.
Cases of involvement of “non-auction” land plot to the auction.
Provision of land plots and technical specifications for technical purposes with auction and non-auction procedures.
The main reasons for refusals to provide land plots.
Explanations on GPZU.

Provision and registration of land plots for construction

Conditions for changing the permitted use of land plots.
Types and features of integrated development of territories for construction.
Seizure and provision of land plots for the construction of facilities of state or municipal importance.
Explanations on “exhaustive” lists of procedures in the construction industry.

Project documentation. Construction permit

Project documentation.
Regulatory, legal and technical support for design during construction of facilities: review of documents.
Composition of sections of project documentation and basic requirements for their content. New requirements of the Town Planning Code for design documentation. Amendments to the Civil Code dated June 27, 2019 No. 151-FZ.
Requirements for the estimate part of design and estimate documentation. The procedure for verifying the accuracy of the declared construction cost. Features of the formation of the estimated cost of construction.
Organization and examination of design documentation. The need to conduct a re-examination in accordance with amendments dated June 27, 2019 No. 151-FZ.
Decree of the Government of the Russian Federation dated March 5, 2007 No. 145 “On the procedure for organizing and conducting state examination of design documentation and engineering survey results.” Conducting a verification of the accuracy of the estimated cost. Decree of the Government of the Russian Federation of May 18, 2009 No. 427.
Division of powers between federal and regional authorities. Features of state and non-state examination of project documentation. Cost and timing of expert work.
Design documentation and results of engineering surveys that do not require examination and their consideration by state or non-state examinations.
Construction permit.
Obtaining a building permit. Features of town planning regulations after 07/01/2019.
Organization of interaction between the developer (customer) and authorized bodies when obtaining permits for construction and commissioning of facilities.
Obligations of the developer (customer) to transfer documentation to information system ensuring urban planning activities (ISOGD).

Banks

Management of investment and construction projects
The role and place of project management in the modern world.
International associations and standards in project management.
The main causes of problems in the implementation of large infrastructure projects.
Management objects in project activities. project, program, portfolio.
The difference between a project and current operational activities.
What is a project? Project definition.
Project, program, portfolio of projects. Signs, distinctive features, management tasks.
Project activities in the organization. Projects and programs as a tool for implementing the company's strategy.
Project life cycle.
Investment and construction project as a management object.
Features of the investment and construction project.
Life cycle of an investment and construction project.
Pre-investment phase of the project.
Investment phase of the project.
Post-investment phase.
Subjects of project management.
Project participants and stakeholders. Main roles and interests.
Project customer. Role and main functions.
Project Manager. Responsibilities, powers and functions.
Project curator. Tasks and functions of the curator.
Principles of forming the organizational structure of the project.
Types of project organizational structures. Functional, project and matrix structures. Advantages and disadvantages. Conflict of interests in the matrix structure and ways to minimize it.
Participants and stakeholders of the investment and construction project.
Investor, Developer, Builder, Customer.
Framework of the investment and construction project.
Organizational structure of the investment and construction project.
Project management processes and functions.
Business game: Project management, basic steps (common sense + recommendations from professionals).
Main groups of project management processes.
Overview of the main functional areas of project management.
Using a process model in project management.
Project initiation. preparing for an effective start.
Project initiation. Main tasks and possible difficulties.
Recommended structure of the Project Charter.
Definition of the project as a management object. Mission, goals, limitations and assumptions of the project.
Levels of goal setting. Results and product of the project.
Project success criteria.
Business game: Development and approval of the project charter.
Project planning and risks.
The main planning tasks in the project. List of plans being developed.
Algorithm for developing a calendar plan.
Structural planning.
Hierarchical structure of project work. Design principles. Depth of detail of work. Determination of completeness of decomposition.
Business game: Development of a hierarchical structure of project work.
Strategic project planning.
Control events in the project.
Project plan by milestones. Principles for defining and formulating project milestones.
Business game: Development of a project plan based on milestones.
Project scheduling.
Determining the sequence of work. Project network diagram. Purpose and methods of constructing a network diagram.
Estimation of the duration of work in the project. Basic methods for estimating duration and recommendations for their practical application.
Project schedule as a tool for forecasting and timely management decisions. Signs of a well-developed project schedule.
Optimization of the project schedule. Critical path method. Analysis of temporary work reserves.
Resource conflicts and ways to resolve them.
Case demonstration: Development and control of the calendar plan in the Microsoft Office Project 2010 system.
Project risk management.
Definition of risk. Risks and uncertainty. Risk management processes. Additional roles in the risk management project.
Methods and means of risk identification. Formulation of consequences, causes of risk and risk event.
Business game: Identification of project risks.
Qualitative risk assessment. Determining the consequences and likelihood of risk. Risk impact assessment matrix. Expert assessment of risk probability.
Probability-impact matrix. “Map” of risks.
Developing a risk response plan. Response methods: avoiding, minimizing, transferring, accepting risks.
Business game: Developing a risk response plan.

Construction Project Scheduling

Basic principles of project planning.
Basic planning tasks in a construction project.
List of plans being developed.
Scenario for developing a calendar plan.
Structural planning.
Hierarchical structure of the project product. Purpose and method of construction.
Business game: Development of a hierarchical structure of the project product.
Hierarchical structure of project work.
Business game: Development of a hierarchical structure of project work.
Business game: Development of a combined structure.
Determination of the levels of detail of the DRG and GPR.
Construction project milestones.
Requirements for determining control points.
Types and classification of control points.
Business game: Development of a project plan by milestones.
Construction project scheduling.
Description of the technology for performing the work.
Project schedule as a forecasting tool.
Optimization of the project schedule.
Types of construction project schedules.
Multi-level construction project planning system.
The goals of using planning at different phases of the life cycle.
Closed cycle of production planning processes.
Directive schedule for a construction project.
Development of an enlarged schedule.
Planning tools for the pre-investment phase.
Features of the development of CSG.
The purpose of the CSG and the source of requirements for it.
Initial data for the development of DRGs.
Planning, development and approval of CUSG.
Planning of construction and installation work as part of the CSG.
Features of the development of GPR.
The purpose of the GPR and the source of requirements for it.
Initial data for the development of the GPR.
Planning, development and approval of state planning regulations.
Planning of construction and installation work as part of the State Development Plan.
Construction project control and reporting.
Organization of fact collection by physical volumes.
Requirements for building a reporting system.
Reporting levels: project portfolio, CSG, GPR.
Software products.
Review of software products for scheduling construction projects.
Comparative analysis of software products.
Features of licensing.
Organization of calendar planning.
Optimal implementation strategy.
Changes in organizational structure.
Review of necessary regulations.

BIM: object information modeling

Systematic approach to construction project management.
What are the benefits of BIM and why is it being developed in the West and Russia.
Key concepts of BIM.
3D, 4D, 5D, 6D - BIM capabilities at different phases of the project life cycle.
Levels of BIM maturity and range of tasks to be solved.

Practical techniques in managing investment construction projects

Increasing order and executive discipline. Putting documents in order, structuring the composition and storage locations of electronic and paper documentation, facilitating search and navigation through project documentation, ensuring information security. Increasing the performance discipline of employees; a unified base of instructions; the motivational aspect of performance discipline.
Formalization of management accounting and budgeting: classifiers (cost centers, stages, items, projects), budgeting horizons, budgeting regulations, application for the use of funds, payment base, updating of budgets.
Scheduling, tracking the progress of the project, monitoring deadlines: development of the Project Implementation Schedule (PIS), monitoring the execution of the PIS, regulations for adjusting and updating the PIS.
The main methods for effectively preparing and conducting tenders: dividing the project into separate works (tenders); preparing a tender package; determining the circle of tender participants; determining the most appropriate form of tender; summarizing the results and awarding victory.
Practical development of an investment construction project using information technology: creation of a Project Manager Panel, photo progress of the construction process, creation of an interactive tender table (tender navigation system), creation of a unified register of payments, construction of management reports based on it.

Managing construction is a complex task with specific features unique to the industry. The manager needs high-quality leadership at all stages, the ability to quickly make the right decisions, control the budget and contractors.

Construction project management training in Moscow

Managing investment and construction projects is a complex multi-level system. Taking into account this principle, our training is organized: the course “Construction Project Management”, programs for the Customer - Developer, trainings on in-depth study of certain areas of construction project management.

Construction project management for the Customer - Developer and General Contractor

Thank you

We will contact you shortly!

What courses do we offer?

The preparation and implementation of construction projects requires the manager to solve many problems. For development, education, efficient work In order to be a professional and efficiently manage construction projects, a specialist can attend the following programs:

Construction project management. The course provides comprehensive Full description and elaboration of all stages of implementation;
Control construction project for the Customer - Developer and General Contractor. During the training, students will receive planning and control tools;
Change management in construction projects;
Cost management in construction projects.

By the end of each course, the student receives practical tools and effective methods, which he can apply in his work for the successful implementation of assigned tasks.

What is the cost of training

Courses on project management in construction will be useful to managers and line specialists involved in construction, design, and implementation of construction projects.

Project management allows you to ensure:

understanding of current, rational ways to manage project tasks;
careful and regular planning and design;
timely analysis of project performance indicators;
correctly select qualified contractors for implementation.

The cost of training includes teaching materials, a certificate with PDU, and meals. The programs are designed from 1 to 3 days of intensive practice. The price of the program of interest is indicated on the content page of the specific course.

Center professional competencies LIAM trains managers, specialized specialists, executives, and heads of departments in Moscow. The company's specialists are a team of professional trainers, consultants, experts and practitioners. Our goal is to save you money, effectively optimize business processes, relevant training programs and advanced training. We guarantee an individual approach and positive results!