Project Management for Financial Analysts
(PMPFIN, Live Instructor-Led Training, 4 days)

Dates and Pricing

Jan 23 to Jan 26, 2018$3,000/person Feb 20 to Feb 23, 2018$3,000/person Mar 20 to Mar 23, 2018$3,000/person


Fundamentals of Financial Analysis
Essential Terms and Concepts: Discount Rate, Compound Interest and Net Present Value
Calculating Compound Interest and Factoring In Compounding Frequency
Establishing an Appropriate Discount Rate
Calculating the Payback Period and the Discounted Payback Period
Calculating the Present Value of Future Cash Flows
Determining a Project?s Net Present Value (NPV)
Determining a Project?s Internal Rate of Return
Decision Rules for IRR and NPV: When they Agree and When they Disagree
Calculating NPV with Variable Interest Rates
The Multiple NPV Problem
Practical Exercise: Calculating the Net Present Value and the Internal Rate of Return of Future Cash Flows
Practical Exercise: Dealing with the Multiple NPV Problem
Weighted Average Cost of Capital
WACC and Financial Justification
Definitions and formula for the WACC
Determining the Cost of Debt
Factoring in Taxes Payable
Determining the Cost of Equity
Calculating the WACC for an Organization
Calculating the WACC for a Project
Using the WACC to make Project Decisions
Using the WACC to determine an Appropriate Discount Rate
Practical Exercise: Calculating the Cost of Debt and the Cost of Equity
Practical Exercise: Using the WACC to make Decisions
Creating a Schedule
Overview of Schedule Management Processes
Plan Schedule Management: Concepts and Practice
The Schedule Management Plan: Contents and Structure
Identifying the Work to be done: Define Activities
The Tools of the Trade: Decomposition and Rolling Wave Planning
Identifying how the Work will be done: Sequencing Activities
Using the Precedence Diagramming Method
Working with Leads and Lags
Working with Project Schedule Network Diagrams
Estimating Activity Resources
Estimating Activity Durations
Analogous, Parametric and Three Point Estimating
Developing the Schedule
Working with the Critical Path Method
Working with the Critical Chain Method
Working with Resource Optimization Techniques: Leveling and Smoothing
Working with Modeling Techniques: What-If and Simulation
Working with Schedule Compression Techniques: Crashing and Fast-Tracking
Communicating the Project Schedule: Bar Charts, milestone Charts and PSN Diagrams
Control Schedule
Creating a Budget
Overview of Cost Management Processes
Plan Cost Management: Concepts and Practice
The Cost Management Plan: Contents and Structure
Estimate Costs: Practical Considerations
Analogous, Parametric, Bottom Up and Three Point Estimating
Working with Contingency and Management Reserves
About Reserve Analysis
About Progressive Project Funding
Determine Budget: Practical Considerations
Practical Exercise: Using Formal Estimation Techniques
Practical Exercise: Determining a Budget and Defining Contingency and Management Reserves
Earned Value Management
The Basics the Earned Value Management
Defining a Method for Measuring Progress
The Basics: Earned Value, Present Value and Actual Cost
About Estimate At Completion and Budget At Completion
Determining Progress: Cost Variance and Schedule Variance
Useful Ratios: CPI, SPI and TCPI
Forecasting: The Art and Science
EAC Forecasts: Budgeted Rate, Present CPI and Present CPI/SPI
Practical Exercise: Using EVM to Assess Progress
Cost and Schedule Controls
Budget and Schedule Integration
Calculating and Analyzing Progress
Analyzing and Reporting Schedule and Cost Variance
Recognizing Trends and Forecasting Performance
Advanced Techniques for Analysis and Reporting
Using Root Cause Analysis to Determine Variance Cause
Exercise: Controlling Project Progress