Curriculum [[ use DownArrow at ListEnd if only 1st 24 items shown]]
StartL1 evm s1 Welcome and Purpose (2:16)
StartMobile-friendly, Animated, hyperlinked and pdf download of Course Materials
StartL2 evm s2 Concept n interupt from WeeTygerBoy (5:29)
StartL3 evm s3 Concepts of the Whole Project Journey (8:45)
StartL4 evm s4 linking scope quality and pmbok (2:17)
StartL5 evm s5 Turning Activities and dependencies into a risk inclusive baseline (3:04)
StartL6 evm s6-s7 build pv and track KnKn and KnUnk in the gantt (3:49)
StartL7 evm s8-s9 First look at graphs meaning and formulas (11:44)
StartL8 evm s10 a scenario its graph and its numbers (8:50)
StartL9 evm s11 very deep dive into earned value types (7:38)
StartL10 evm s12 the easy way to remember the formulas (5:33)
StartL11 evm s14 Exercise and thanks and further offerings (3:26)
Tracking project status is (sadly) something many people do with poor understanding of what to record - Recording Effort Hours consumed and materials used is USELESS for knowing status - it is what a finance function insist on but its of no use until combined with the amount of 'done-ness' achieved.
That can only be known by using Quality Control tools and techniques. The final step is to represent the raw results in graphs and trend-lines and RAG (RedAmberGreen*) status indicators.
This short course explains it all with examples.
BRAGG is a better indicator set:
- Blue - Completed,
- Red - Action is needed by someone (senior) but they have not yet taken it,
- Amber - Action being taken for an off-plan outside tolerances,
- Green - Proceeding to plan,
- Grey - Not yet due to start
Better because Blue and grey prevent an unrepresentative slew of green and the definitions of Red and Amber are about senior support's resolution of concerns not in project failings
Ive worked in projects since '79. After a stroke in 2020 i retired. I held & taught PMP when it meant something - In fact i taught a lot of topics like Leading Complex Projects before agile was a thing (and it swamped so lost a lot of what we know) - Now some of that training is online here at a cant be beat price (Free)
Frequently Asked Questions
Start is as soon as you're enrolled. End may be never, otherwise it is at th eend of the period in which you decide to end your subscription.
Subscriptions run for one month or one year and roll-over automtically until you've had as much access as you need and stop them
Outright purchases last forever
We would never want you to be unhappy so we offer plenty of "try-before-you-buy" free access materials.
An important part of passing exam credential courses, particularly eLearning ones is that you make the personal commitment. We ask you to only buy when you've made your decision. Then know we and you are both fully focused on your success from then on.
We do not offer money back options because when you sign-up with "well I can always change my mind" as your justification there is a weakening to the resolve that is necessary for success - That is not in your best interest if you are to swiftly progress and pass exams.
Other provider's "Money back" guarantees are a way of appearing to reducing 'purchasing risk' by seemingg to to transfer the impact from you to them BUT...
They are common because they use the psychology of regret that recognises you can't get your time back AND asking for a refund implies telling your self "I made a bad choice".
Both reinforce a "I would not have chosen if i knew then what i know now BUT I'll keep going because now it will be a hassle to start again." The likely outcome is your involvement drags on you, progress is slow and may halt entirely.
So please enjoy the free-access materials and confirm we are a good fit and then make your commitment.
Ultimately if you've a genuine reason that is not simply trying to game-the-system then talk to us - we are people too, and we try to be reasonable.
P.S. maybe you'd like to do our risk management masterclass companion to our Fast-Track risk course. (Both are included in our £5 bundle subscription.) I'm confident no-one else's project risk management has the content ours does. Others pretend risk is impact times probability of a single event single outcome chain. Niave in the extreme but common in text books.