Skip available courses

Available courses

Professional Development Units (PDUs): 1.5

Project budgets can vary from $5,000 to whatever size a company can handle. The problem companies have with capital projects is how to allocate the scarce resource (money) to the maximum benefit of the company. Some factors that go into choosing which projects get done include what the competition is doing, the company’s long-range plans, return on investment (ROI), and risk. ROI is critical to making a decision, as a company is only going to undertake a project if it can make a return on its money by doing it. Think of all the projects you know about that were over budget. What affect did that have on the ROI and did it add value, or cost the company money?

As you know, it is very important to keep a project on track and within budget. It is imperative that costs be controlled during all phases of a project, and you can only control costs if you know what goes into making up the total project budget. You have to set up a project so that costs can be easily identified and controlled.

Project cost control is a lot of work and requires a team effort. In theory, project cost control sounds easy but it is a lot more difficult to put into practice, especially if basic financial information is not correct.

Sign up for this course today and learn the fundamentals of capital cost control for your project. 

Topics Covered
  • Understanding the capital project life cycle
  • What is cost control?
  • The relationship between scope, schedule, budget, and resources
  • Risk analysis
  • Earned value analysis
  • Managing change.
Professional Development Units (PDUs): 0.75

Your Operators are the life blood of your project. For a project manager caught up in the frenzied bustle of his or her work, this can be an easy fact to overlook. However, the Operator has tremendous influence over project success. The PM who has a deep understanding of the role is in an excellent position to create an effective ally.

In order to protect the Owner's investment, Operators must provide input into the design, construction, startup and operation of a project. Engineers, vendors and contractors all rely on Operator feedback and so the PM needs to take steps to reliably document and record Operator input.

Learning Objectives

After completing this course, participants will be able to:

  • Understand the Operator responsibilities to the project team.
  • Understand important Operations safety issues that affect construction.
  • Understand how MOC affects the start-up
Target Audience

This e-learning course will be of interest to PM's, Operators, designers, and design engineers.

The session will look at:

  • Typical commissioning/ start-up organization chart
  • Operator responsibilities to the project
  • Back charges
  • Inspection
  • Safety Issues
  • MOC issues
Professional Development Units (PDUs): 12

Each project is different in the way field contracts are managed. Sometimes there is a dedicated contract administrator, other times it is a field engineer who has to manage the contract and still others it is the construction manager or the project manager. On a daily basis they have to make decisions to act or not to act. These decisions could materially affect the Contractor, the Owner, and others.

In the end, no matter who is managing the contract, the same contract management activities apply and the field personnel require knowledge of these activities. Knowing these activities will go a long way in minimizing claims during the contract management process as well as lessening problems in the field.

This 12-hour e-learning course looks at 16 different activities associated with managing a field contract. Each of the 16 activities is important to the whole effort of managing the contract. If you leave out one, the whole contract management effort falls apart.

This course will benefit those, in industry and government, who have to manage field contracts and whose job it is to prepare the contract documents. This would include field engineers, contract administrators, construction managers, project managers, project engineers, superintendents, procurement, consultants, and site personnel interfacing with contractors.

This course is video based. Please ensure your computer has audio capabilities.

Professional Development Units (PDUs): 20

In this course you will understand what innovation is and why often it does not exist in a project at any level. You will also examine not only the different types of innovation but how a project can be set up to act as a catalyst for innovation.

Innovation is not always associated with project management but projects are one-time opportunities and unique endeavours. Sometimes they may be the only time for organizations to innovate as the opportunity may simply not exist after the project. This course is unique as it examines how to take a proactive approach to incorporating innovation into projects.

Many project managers avoid innovation because it can create uncertainty and increase costs. They minimize the risks by relying on tried-and-tested techniques, established routines, and proven technologies. They select the lowest cost approach, transfer risks to contractors, freeze the design early, and stick rigidly to the plan.

This course is based on several case studies in project innovation from the First Industrial Revolution primarily the Transcontinental Railroad but also the Ironbridge, and Stockton Darlington Railway. These case studies have rarely been associated with innovation (and projects) and this is what makes this course so unique. Through these case studies the course highlights the importance of innovation and why it needs to be considered in projects, and how it needs to be carefully fostered to thrive. You will also see how it was used to create unique solutions that would resolve difficult problems, and how the resulting projects were transformational beyond the expectations of the stakeholders. The course follows the project event timelines to better understand the opportunities and decisions that led to innovation in both product and process, innovation and innovative approaches that were at the core of greatly needed solutions. 

Finally, the course examines some of the organizational aspects that encourage innovation in projects like organizational values, culture, and practices. The course summarizes all this into a set of best practices that you can carry forward into your current projects and use to encourage and foster innovation.

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 28

*** Prepare for the Certified EPC Project Manager exam from the Project Management Association of Canada***

Once the EPC Contract has been signed, it is time to manage the project to successful completion. This course looks at the early stages of project development, project delivery systems, why owners choose EPC contracts, Requests For Proposals, and what the Owner goes through to choose the EPC contractor. The course then examines the EPC Contractor (EPCC) team member’s point of view. For the EPCC, the course looks at the WBS to develop the work packages, safety and quality requirements, management of the engineering effort, cost control, Earned Value Analysis (EVA), project reporting, procurement, tendering, construction management, contract administration, training, commissioning and start up, closing out of the contracts and close-out reports.

After completing this self-study course, you will be able to:

  • understand why Owner’s choose EPC, Project Delivery Systems, and EPC Contractor evaluation.
  • maintain project control through an understanding of the critical project relationship of scope, schedule, budget, and resource.
  • build a work breakdown structure for project planning and scoping purposes.
  • quickly develop your project scope for more complete estimates and better cost control.
  • evaluate your project risk issues and how risk affects your project costs.
  • analyze your project status using earned value analysis, which is the preferred method of project progress monitoring.
  • apply the concepts learned to manage changes to the project scope, schedule, budget, and resources.
  • provide project leadership by knowing the Owner’s responsibilities and the EPCC’s responsibilities and using your newly acquired knowledge, determine the best course of action for the project.
  • be proactive in commissioning by integrating the Owner’s responsibilities with the EPCC’s. control your project by understanding and acquiring the information needed for performance monitoring.
  • improve your confidence and leadership buy using this base of knowledge to build on.
  • pass the Project Management Association of Canada's (PMAC) Certificate in EPC Project Management.

Target Audience

This material will be of interest to both the Owner and EPCC project managers and other project personnel. Specifically, project managers new to project management, project engineers, technical people who have been promoted to project management, those looking for direction on their EPC projects, and others who have to manage day-to-day project activities.

What You Get in This Course:
  • you get an electronic (PDF) copy of the course workbook and handouts.
  • you get dozens of streaming videos equaling 17 hours of playback.
  • you get a downloadable ZIP file  with EPC project management templates that retails for $69.95.
  • you get an electronic (PDF) copy of Plant Project Engineering Guidebook for Mechanical and Civil Engineers that retails for $39.95.

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 4

Project risk management is a collection of practices and techniques, used in almost every phase of a project, which aim to ensure that the actual results of a project meet or exceed the expected results. Risk management identifies the threats and golden opportunities that all managers should carefully watch out for to ensure project success.

In this 4-hour online course, participants will explore quantitative and qualitative techniques to identify, analyze, manage, and control project risk factors. Risk identification strategies covered include risk breakdown structures, Ishikawa diagrams, Delphi techniques, influence diagramming, stakeholder analysis, and more. Risk analysis techniques covered include sensitivity analysis, expected monetary value, decision trees, probability analysis, Monte Carlo simulations, among others. And response planning includes strategies for avoidance, exploitation, enhancement, transference, sharing, mitigation, and avoidance.

For many project managers, this e-course will teach all they will ever need to know about risk management.

This course uses nearly three hours of video. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 20

When we ask people to identify historical projects that employed the largest workforces, the most commonly identified project is the one that built the Giza Pyramid in ancient Egypt. People commonly believe this project was delivered with a workforce made up primarily of slaves controlled through threats and violence; however, the latest archaeological research proves this to be not true. There is no evidence that slaves were ever used; rather, the bulk of the workforce was made up of craftsmen, farmers, and other skilled workers who were managed using rewards and other motivation techniques.

While normally associated with disciplines like engineering and architecture, the Giza Pyramid project has rarely been associated with project management and this is what makes this course so unique. The core principles of project management were used extensively on this project and, without them, the project could not have been delivered. This course allows you, the learner, to take on the role of project manager and deliver the most notable early mega project in history.
As the project manager, you will examine the human side of the project and the significance of organization, teamwork, welfare, healthy competition and creating a conducive work environment. You will also see the importance of innovation and how it was used to manage the project scope by developing unique solutions to problems. The primary challenges on this project were related to managing the available project resources, making intelligent decisions about their deployment, and determining where investments in quality needed to be made to achieve the required high levels. Along the way, the course summarizes the lessons learned into a set of best practices that you can carry forward into your current projects.

During this course, you will be asked to complete the project and deliver the Giza Pyramid. You will be presented with the experiences (both good and bad) of the ancient Egyptians as they built pyramid projects over a 200 year period. Their experiences led them to evolve their structural design until they reached perfect symmetry. As you play the PM role, you will be presented with scenarios, situations, and exercises based on actual events, and you will be asked to make challenging decisions, which put the lessons taught into practice.

This course uses sound. Please have computer speakers or a headset ready.

Abstract - The Giza Pyramid Project v1.3.pdfAbstract - The Giza Pyramid Project v1.3.pdf
Professional Development Units (PDUs): 4

When starting a new project, one of the most important decisions you can make is choosing the right project delivery strategy. While the waterfall approach is the standard methodology framework being used in the majority of organizations, most people are not aware that there are several different project delivery strategies: waterfall, iterative, incremental, IID, and its lightweight cousin, agile.

In this 4-hour online course, you will learn the differences between these project approaches including the benefits and risks of each, and how to choose the best approach for a project. In addition, participants will learn more about the agile approach including an overview of a few different agile methodologies and how they fit into typical project governance structures.

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 2

With most of us facing intense pressures to reduce the costs and speed up the delivery of our projects, we find ourselves grasping for techniques that will help.  While some techniques such as agile project management help us address this need, there are additional techniques borrowed from the manufacturing world that can further reduce costs and shorten our project delivery cycles.  These additional techniques are often described as being "Lean".

This 2-hour online course (based on a popular webinar) describes the background behind these lean approaches and covers the basic lean techniques.  Then, the course addresses the most effective tools and techniques that lean proponents use to improve overall workflow. 

Session 1 (Eliminating Waste) covers the eight types of waste, the five elements of lean, the four rules of lean, and one technique that can is designed to rapidly identify and reduce sources of waste on your project.

Session 2 (Improving Workflow) focuses on the lean processes that are most applicable in a project management context.  The course uses practical project examples to illustrate tools and techniques such as kanban and line balancing, process mapping, DFMA, DFEU, and one-piece flow.

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 2

Are you a project manager interested in the employment opportunities available in the booming oil and gas industry?  With high oil prices, the boom in shale oil exploration and development, and a desire to achieve energy independence, there is a huge amount of investment in the oil and gas sector of the economy.  Exploration and drilling, fracking operations, pipelines, LNG terminals -- and much more -- are under construction across North America and around the world. These are major capital projects, many involving hundreds of millions of dollars of investment. These major construction projects are often supported by dozens (or even hundreds) of smaller IT, engineering, procurement, human resources, and other projects, each of which requires a project manager.

While other industries have been downsizing in recent years, the boom in the oil and gas industry has led to many project managers wondering if they can play a role in this booming sector of the economy. Major oil and gas firms have been struggling to fill all of their required project manager positions, and due to the laws of supply and demand, the salaries for such positions have been climbing.

This 2-hour online course will tell project managers from other industries (such as information technology) what it's like to work as an oil and gas project manager to help them determine whether to pursue a position in this field.

The course specifically covers:

    • An oil and gas industry overview
    • The responsibilities and compensation of the oil and gas project manager
    • The common project lifecycle models used in the industry
    • The special focus on risk management in oil and gas
    • The different types of contract models used in oil and gas projects
    • And more...

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 2 (more, if reading optional whitepapers)

Most project managers only become aware of projects once they are assigned to them.  Often, by this point in time, others have already set expectations with the project stakeholders that the project team must then try to deliver within.  PMs who are at the top of their game, however, try to get involved early in the project lifecycle to help set up the deal for success.

This e-learning course takes the participant into the highest levels of project negotiations and expectation setting: determining the financial structure that will provide a framework for project business case revenues and costs. 

Extending far beyond traditional business case factors, this course covers topics such as setting up special project entities, debt versus capital financing options, non-recourse and limited-recourse debt strategies, the parties involved in project finance, contract types, deal structures, and much more.  Two case studies of large capital projects will be used to illustrate the principles in action.

PF300 - Sample screen

Project finance deals are most common in large capital projects such as those found in the engineering and construction of energy, communication and transportation infrastructure; however, these principles are applicable in other fields such as information technology.

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 20

Entrepreneurs naturally tend to gravitate to product development and in the process can overlook the benefits and minimize the challenges of consistent and comprehensive customer management. In this eLearning course we look to apply to the discipline of customer management the same elements of entrepreneurial thinking that are commonly applied to product innovation.

This course is unique because it examines the benefits of comprehensive customer management through the use of five case studies involving ancient Roman entrepreneurs. Four of the five entrepreneurs reaped great success by focusing their talents for innovation on the customer more so than their products. Each case study presented will analyze the ancient businessperson’s approach to dealing with their customers and insights gained will be extrapolated to the modern business world. At the conclusion of every module you will be tasked with applying the lessons learned to a modern market situation.

The Five Ancient Roman Case Studies

  1. Marcus Vegilius Eurysaces (referred to here simply as Eurysaces) is thought to have operated his bread making business in the last few decades before the birth of Christ. Eurysaces, whose grand tomb still stands in Rome today, demonstrated innovative marketing and promotional practices in his business.
  2. Eumachia was a wealthy widow and is thought to have conducted her business very late in the last century before the birth of Christ. Eumachia possessed significant business interests in sheep herding and the woolen trade and demonstrated what we would call innovative stakeholder management techniques in support of her business interests.
  3. Aulus Umbricius Scaurus (referred to here simply as Scaurus), operated his fish sauce production and distribution business in the city of Pompeii, and is thought to have been alive when Mt. Vesuvius erupted in 79 AD. Scaurus demonstrated innovative customer communications about his products.
  4. Pliny the Younger (referred to here simply as Pliny) was a wealthy Roman Senator as well as an imperial advisor, lawyer, financial administrator, author and Tuscan vineyard owner. Pliny demonstrated a creative approach to customer management during a grape price collapse in 107 AD.
  5. Marcus Crassus (referred to here simply as Crassus) was the wealthiest Senator in the Roman Republic with assets estimated today at $11 Billion dollars. Crassus helped to finance a young Julius Caesar's political career and shared power with Caesar (as well as with Pompey the Great as part of the Roman Republic’s First Triumvirate) until he was killed in battle in ancient Parthia in 53 BC at the age of 61 or 62. Crassus is chronologically the earliest of the entrepreneurs but since he represents lessons in client management from the negative perspective (i.e. he was client insensitive), his case study is the fifth and final case to be studied in this course.

Despite a sea of modern business books available in the marketplace, the lessons drawn from these ancient entrepreneurs and their experiences are of great relevance to modern readers interested in the essentials of customer management. This is because the actions of our selected entrepreneurs were conducted without the benefit of the information and communication technologies that we have become so dependent upon in our daily business lives today. This is not a liability however, but rather a benefit because the absence of modern management tools only serves to better highlight and emphasize the importance of the core elements of comprehensive customer management. Customer management demands much more than a tweet, an apologetic email, text, or a posted press release on the home page of a supplier’s website – good customer management requires the ongoing application of entrepreneurial thinking.

This course uses sound. Please have computer speakers or a headset ready.

Professional Development Units (PDUs): 1

Tired of wasting time creating documents that no one will ever read? Spending hours fussing with documents to make them “perfect” only to find out that they didn’t include the right content? Spinning your wheels updating documents to keep them current?

Modern agile management practices propose techniques to operate our businesses more efficiently, to be responsive to changing needs, and to greatly improve our throughput. Agile Documentation is composed of a set of practices that will help you document only the necessary things, in the most efficient way, for exactly the right audience, and in a way that minimizes ongoing updates.

This e-learning course will teach you how to save time and money while still producing quality documents, the agile way.

This course uses sound. Please have computer speakers or a headset ready.

Learning Objectives

In this 1-hour self-paced online course, participants will learn:

  • The three principles of agile documentation
  • How to determine which documents are necessary and what level of detail is needed in each
  • Techniques for reducing the documentation burden on a project while still meeting governance and regulatory requirements
  • Techniques to gain support from management and other stakeholders for a leaner documentation approach
Who Should Attend

This course is intended for anyone on the project team — or the sponsor — who wants to better understand how to reduce waste caused by excessive documentation without increasing project risk.

Professional Development Units (PDUs): 1

As more and more project teams start to talk about using agile methods to improve delivery success, project sponsors and other business stakeholders get nervous about adopting this new approach. They commonly raise concerns such as:

  • "Is agile mainstream or is it just the next fad?"
  • "How will agile affect the project budget and timeline?"
  • "How do we know if agile is right for us?"

This e-learning module is aimed at project sponsors, executives, senior managers, and other business stakeholders to help them understand what have been the experiences of companies who have already adopted agile, what are adoption statistics telling us, what adoption approaches are being used, what are some lessons learned from adopting agile.

This course uses sound. Please have computer speakers or a headset ready.

Learning Objectives

In this 1-hour self-paced online course, participants will learn:

  • agile adoption statistics
  • common barriers to agile adoption
  • agile adoption approaches being used
  • the lessons learned from companies who have already adopted agile
Who Should Attend

This course is intended for project sponsors, executives, senior managers, and other business stakeholders.

Professional Development Units (PDUs): 1

When agile has been selected as a delivery approach, it has far-reaching impacts in the organization beyond just the project delivery team. One of the groups impacted are the business stakeholders who will be working with the agile delivery team.

Aimed at these business stakeholders, this e-learning module addresses questions such as "How does my role change in an agile delivery approach?" and "What do I need to do differently?" The session addresses specific agile processes that business stakeholders need to be engaged in as well as cultural/behavioural changes expected of all agile participants.

This course uses sound. Please have computer speakers or a headset ready.

Learning Objectives

In this 1-hour self-paced online course, participants will learn:

  • how the role of business stakeholders changes in an agile project
  • which agile delivery processes require specific business input
  • time commitments required from business stakeholders
  • behavioural/cultural changes required

This course is intended for any business stakeholder who may be involved in an agile project including the sponsor, product owner, business analysts, subject matter experts, etc.

This course relies on sound. Please have a headset or speakers attached to your computer before you begin.

Professional Development Units (PDUs): 1

Agile teams use Use Cases and User Stories to define requirements, but what other… Wait a minute... What’s a User Story?

Not everyone has heard of them but even those who have may benefit from complimentary tools that highlight patterns in the roles of stakeholders, putting a face on the users with personas.

This 1-hour e-learning course will provide an introduction to user stories, highlight what is a terribly-written user story, and how to fix it. Don’t do a perfect job of building the wrong thing; use these agile tools to ensure that you build the right thing.

This course uses audio.  Please ensure your headset or speakers are connected to your computer before you begin.