Enterprise Project Management & Business Performance

Day 1 covers the Balanced Scorecard comprehensively, examining the four performance perspectives — financial, customer, business process, and change and growth — how cause and effect linkages connect strategic objectives across those perspectives, and how outcome measures, performance drivers, and feedback mechanisms are designed to implement Business Performance Management effectively. Delegates develop the Balanced Scorecard application understanding to evaluate how projects contribute to strategic performance and to design project selection and governance processes that reinforce rather than undermine strategic alignment.  

Day 4 covers project implementation management, examining how projects are prepared for execution, how monitoring processes are designed to provide appropriate performance visibility, what project control processes manage deviations from plan, how project reports communicate status to stakeholders, and how projects are closed and evaluated to capture performance data and lessons learned. Delegates develop the implementation management capability to maintain project performance discipline through execution and to close projects in ways that contribute to organisational learning and future project performance improvement.  

Change management for BPR is addressed within Day 5, examining how the significant process and cultural changes that BPR requires are managed effectively — addressing resistance, building organisational commitment, and embedding new process behaviours sustainably. Delegates develop the change management awareness that BPR practitioners consistently identify as the determinant of success or failure for process re-engineering initiatives — recognising that technically excellent process redesigns frequently fail when the human dimensions of change are underestimated or poorly managed.  

Day 3 covers project planning in full, examining the contents of a Project Management Plan, how WBS structures decompose project scope into manageable work packages, how project network diagrams represent activity logic, how project estimating and cost management are applied, how critical path scheduling determines minimum project duration, and how Gantt charts communicate resource schedules to project teams and stakeholders. Delegates develop the project planning discipline to produce comprehensive plans that are aligned with enterprise performance expectations and governance requirements.  

Day 5 covers BPR in depth, examining the principles and benefits of process re-engineering, the re-engineering process stages, how process mapping is applied to understand and redesign current processes, and how business processes are re-engineered to deliver step-change improvements in efficiency, quality, and customer value. Delegates develop the BPR knowledge to evaluate when incremental improvement is insufficient and fundamental process redesign is required — a critical judgement for senior managers responsible for organisational performance improvement.  

Integration between project management and business performance is an explicit thread throughout the course — examined directly on Day 1 through the connection between strategy, objectives, and project selection, reinforced on Day 2 through the business case for project management within a performance management context, and returned to on Day 5 through the connection between BPR initiatives and strategic performance improvement. Delegates leave with the integrated perspective to evaluate every project and process improvement initiative against its strategic performance contribution rather than treating delivery and performance as separate management disciplines.