Instructor Ann M. Tomalavage, P.E., PMP Ann M. Tomalavage is president of Malarkey Consulting, Inc. She has over 25 years of professional experience, and has been a practicing project manager since 1984. Ann holds B.S. and M.S. degrees in Civil Engineering from the University of Delaware. She is a registered professional engineer, and a certified Project Management Professional (PMP). Ann works with organizations and individuals who are frustrated by overrun projects, missed deadlines, and dissatisfied clients. Her specialty is helping technical personnel understand, embrace, and apply project management principles. Ann also assists firms with strategizing, planning and costing proposals, and facilitating project kick-off meetings. She also helps organizations revamp their workflow. Ann was Principal Project Manager at Roy F. Weston, Inc., an international environmental management firm, where she managed millions of dollars' worth of profitable environmental projects. Ann was responsible for leading proposal efforts for small to large projects and programs. She was also responsible for training and developing project managers at Weston, and she created a program for mentoring new project managers, to assist them in making the transition from strictly technical responsibilities to business and communications responsibilities as well. Ann assisted new PMs in identifying skill gaps and helping to bridge the gaps through coaching and training. She also led a project to develop a PM-friendly project information interface with the project accounting system. Ann has also helped the following organizations do their projects better: Conrail, General Services Administration, Federal Aviation Administration, Exelon, and several non-engineering organizations (information systems, insurance, benefits management, investments, and hospitals). Ann has taught project management at Penn State, Drexel, and Villanova, and has trained over 1,000 project managers since 1992. Ann is qualified to use Myers Briggs Type Indicator (MBTI). She applies the MBTI to projects, including influencing and communicating with clients, peers, management, and project team members. Back to Top

Course Description Projects have traditionally been the basic unit of work for many engineering organizations, consulting, design, and construction firms. Other types of engineering organizations, government agencies, utilities, manufacturing are using projects more and more as a way to tackle problems, make improvements, or bring new products and services to market more quickly and efficiently. Projects generally involve working in teams with colleagues from disciplines, departments, and even other companies. Most teams find that the technical portion of the projects is easy. It's the coordination that's difficult: getting people to communicate with one another; making sure that individuals are on schedule with their own tasks to avoid delaying teammates who depend on their output; getting decisions quickly from the client and management; and keeping the client and management informed. The key to a successful project is in the planning: being clear on the objectives, deciding how to work together as a team, thinking through how to approach the scope, setting up a schedule and budget, understanding clearly what will make the deliverable acceptable to the client of the project. The easiest way to plan a project is to have those who will execute the work help with the planning. This has the added benefit that the team is ready to hit the ground running during execution. This two-day training course involves participants in a project leadership model that you can take back to your workplace and apply immediately. The course addresses all phases of a project: initiating, planning, executing, controlling, and closing. Back to Top Who Should Attend Anyone who manages projects of any size will find this course helpful, regardless of project management experience. New or soon-to-be project managers will learn the skills to make team-based project planning a habit. This course is also eye-opening for experienced project managers who are used either to planning projects in isolation or to not planning at all. Back to Top Seminar Benefits Learn practical project management skill that you can apply immediately. Learn how to increase buy-in from individuals who execute the project work. Understand the importance of planning to ensure project success. Experience a participative planning process to increase buy-in from the individuals who execute the project work. Understand basic planning tools, including: Scope statement Work breakdown structure Project network diagram and schedule Project cash flow plan Risk identification, quantification, and response definition Customer acceptance criteria Appreciate the value of agreeing upon change management procedures before the project begins. Be exposed to earned value, and its application for tracking and controlling projects. Understand the five parts of any project Back to Top Summary Outline Day One Common Pitfalls Class exercise to define problems and develop solutions throughout the rest of the course Initiating Starting up and defining a project High-level information you need before you can plan a project Planning Why we must plan Planning project scope scope statement Work breakdown structure (WBS) Deliverables, tasks WBS as the basis for scope, schedule, budget, responsibility, change control Understanding customer acceptance criteria for each deliverable as the way to build quality into the project Project schedule Deciding man-hours and duration for each task Deciding the order for tasks: predecessors, successors project network diagram (PND) Day Two Cost Estimating Estimating the costs associated with each task: labor, expenses Project Risk Management Identifying Quantifying Prioritizing Risk response development & control Preparing for Tracking and Change Control Cash flow plan for the project Agreeing up-front on how to: measure progress, make progress payments, manage changes Executing Project status Scope verification Defining customer acceptance criteria Controlling Measuring physical percent complete performance reporting Calculating and interpreting earned value information What to do if the project is off-track Closing Administrative closeout Lessons learned Back to Top Attendees’ Comments “I found the presentation of materials highly organized and easily followed. The material is useful in my field of work. New tools for developing project identification and tracking were presented.” William K. Jones, Project Manager DKD Electric Co., Albuquerque, NM “This course would be very beneficial to small and large projects, private or public.” Glenn T. Hay, Civil Engineer Design Nine, Inc., St. Louis, MO “Very informative seminar, provided skills and insight into hands on techniques.” Jeff Amont, Project Manager ELM, Holicorg, PA “The seminar was very well presented and the instructor has good grasp of the subject material. It was a good refresher on project management skills.” Rocco F. Spano, Vice President, Production Engineering & Purchase Frazier Industrial Co. Long Valley, NJ “Good presentation of the important project management components and tools.” Frank Gallant, Project Manager BPB-Celotex, Tampa, FL “Ann makes the two days very interesting and is a pleasure to deal with. She is easy to understand and work with.” George Stamoyannos, CAD Design Section Manager Abbott Laboratories, Abbot Park, IL “I learned more from having an interactive session, working together on projects, then I would have by sitting and listening to a speaker the whole time.” Gary Dorn, Project Engineer Bernardin Lochmueller & Assoc., Inc., Evansville, IN “This course was very well prepared and fun to attend.” Brad Hurban, Engineering Field II Village of Schaumburg, Schaumburg, IL Back to Top

Locations & Dates Project Management $985 M $1,195 NM Chicago, IL, Sep 18 - 19, 2008

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ASCE Continuing Education Develop your technical and management skills and earn PDHs/CEUs. By participating in ASCE Continuing Education, you can rest assured that the goals and objectives of your organization and staff will be met.

Online Course Developed by engineers for engineers , this 38 hours PMI certified course covers all aspects of project management including: client relations; project management software; contracts and procurement; planning scheduling; budgeting; accounting and finance; quality and monitoring; and administration. Engineering project applications throughout the course focus on all aspects of project management. The course satisfies PMI’s requirement for 35 contact hours of project management education needed to take the PMP Certification Exam. Sign up

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