Schedule - Conferences Archive

Gaia Research for European Astronomy Training
GREAT Management Course

30 January - 3 February 2012

European Space Research and Technology Centre (ESTEC)
ESA, Noordwijk, The Netherlands
 

• Course Objectives - developing for the whole group
• Course style and materials
• Brief introductions
• The course schedule
• The importance of good communication
• Workshop 1

• Defining The Project Requirements – initial concepts
• Analysing The Project Environment – Scientific, Technical, Financial, Political
• Project ‘Politics'
• Defining The Project Phases, End Of Phase Milestones
• Analysing Key Aspects Of The New Project
• Stakeholder Management and Initial Considerations Of Risk
• Workshop 2

• What makes a team?
• Working within a virtual team - The Gaia DPAC team
• A quick analysis of the benefits of teamwork
• The characteristics of team members (Belbin)
• Creating a positive team spirit. Morale and productivity
• Forming, storming, norming, performing, mourning (Tuckman)
• Considering stress during a project
• Workshop 3

• An overview of six steps in project planning
• Devising a project goal statement
• Defining a clear, measurable set of project (and sub-project) deliverables
• The way to run the project objectives meetings and subsequent meetings
• Workshop 4

• Using functional, product, work and cost breakdown structures to give shape to the project
• Using braimstorming techniques to clearly identify project tasks
• Defining and negotiating 'task contracts' to ensure that all project tasks are delegated effectively
• Workshop 5

• Consider the approach to estimating
• Discussion of various estimating techniques for software projects
• Review potential problems in the estimating process
• Learn a statistical approach using 'three point estimating'
• Consider the benefits of contingency
• Workshop 6

• Use Network Analysis to Place Tasks in a Logical Time Sequence
• Identify the Critical Path in the Project
• Consider the Real Benefits of Milestones Within Project Plans
• Use a Gantt Chart to Display Planning Information in a Concise Way
• Allocate Resources to a Project Plan
• Consider Resource Overloads. Levelling and Smoothing Techniques
• Allocate Labour and Fixed Costs and Calculate the Total Project Budget
• Workshop 7

• Establish the risk management process and policies
• Review the draft project plan
• Consider potential risks and review the assumptions made
• Use various qualititative and quantitative techniques to assess the level of risks present in the Gaia project, or the case study project
• Consider steps available to respond to the risks identified
• Re-plan based on the analysis of the full risk picture
• Workshop 8

• Define ‘hard', (formal) and ‘soft', (informal), control systems for projects
• Consider information flows and the part the Project Manager plays
• Review Project Tracking and Control Techniques
• Consider Problem Solving Approaches and Techniques
• Learn About the Key Areas of Project Change Control & Configuration Control
• Provide for Tracking of Risks, Issues and Assumptions
• Consider Management Of Conflicts
• Workshop 9

• Define ‘hard', (formal) and ‘soft', (informal), control systems for projects
• Consider information flows and the part the Project Manager plays
• Review Project Tracking and Control Techniques
• Consider Problem Solving Approaches and Techniques
• Learn About the Key Areas of Project Change Control & Configuration Control
• Provide for Tracking of Risks, Issues and Assumptions
• Consider Management Of Conflicts
• Workshop 9

• How motivation and morale is important in finishing projects
• 'Customer' acceptance criteria and tests
• Phased delivery considerations
• Finalising project documentation
• The benefits of a post project review
• The correct closure for the project team

• Motivation a key area for the project manager
• Group dynamics and communication
• Time management for team members
• Effective ways to delegate
• A review of leadership skills

• Review of the course activities
• Summary of benefits realised and future action points identified and delegated