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The Effective Project Control Systems for Post Crisis Developments Course gives project controls, planning, and project management professionals a comprehensive, technically rigorous framework for establishing and managing enterprise project control systems — covering WBS development, scheduling and baselining, earned value management, delay analysis, disruption and recovery planning, risk quantification, and contract change management in the context of post-crisis project environments.
Post-crisis project environments demand a level of project controls rigour that standard practice rarely provides. Supply chain disruptions, resource volatility, regulatory changes, revised project scopes, and accumulated delays create a complex control environment where traditional approaches to scheduling, cost management, and delay analysis are frequently insufficient.
This course addresses every dimension of that challenge from Enterprise Project Control System design and ePCS team roles, through schedule baselining, earned value metrics and KPIs, progress measurement systems, concurrent delay analysis using the SCL Protocol, Time Impact Analysis, Monte Carlo risk simulation, contract change management, and record management — all anchored in practical case studies and workshops integrated throughout every day.
The Effective Project Control Systems for Post Crisis Developments Course is built for project controls professionals who want the technical depth, analytical tools, and governance frameworks to establish and operate project control systems that perform under the pressure and complexity of post-crisis project delivery.
The Effective Project Control Systems for Post Crisis Developments Course is designed to develop comprehensive project controls capability from ePCS design and scheduling through earned value management, delay analysis, risk quantification, and contract change management.
By the end of this course, participants will be able to:
The Effective Project Control Systems for Post Crisis Developments Course is designed for project controls, planning, and project management professionals who are responsible for establishing, managing, or improving project control systems in post-crisis or complex project delivery environments.
This course is suitable for:
The Effective Project Control Systems for Post Crisis Developments Course is delivered through a technically rigorous, practically intensive learning approach where every technical domain is reinforced through case studies and workshops integrated into each day. The course moves progressively from ePCS fundamentals and scheduling through earned value management, delay analysis, risk quantification, and contract change management building a complete, integrated project controls capability across all five days.
Case study presentations of real ePCS tools and practical workshops applying scheduling, EVM, delay analysis, Monte Carlo simulation, and change management techniques are embedded throughout, ensuring delegates develop applied project controls competence alongside theoretical understanding.
Delivery methods include:
AZTech is an official PMI Authorized Training Partner (ATP). All applicable project management courses are pre-approved by the Project Management Institute, allowing participants to earn the necessary PDUs and Contact Hours for certification and recertification.
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Day 1 covers ePCS design and implementation, examining what the need for an enterprise-level project control system is, what modules a comprehensive ePCS contains, how ePCS teams are structured with appropriate roles and responsibilities, and how an ePCS specifically addresses the challenges of post-crisis project delivery. Delegates develop the ePCS design understanding to evaluate, design, or improve enterprise project control frameworks within their own organisational context.
Day 4 covers delay analysis in depth, examining how delays are defined and classified, how concurrent delays are analysed under the new SCL Protocol, and how Time Impact Analysis, Windows Analysis, and other recognised delay analysis methods are applied to establish entitlement and quantum for delay claims. Delegates also examine delay damages and disruption cost assessment — developing the delay analysis capability that is essential for any professional involved in construction and infrastructure project claims management.
Acceleration and recovery planning are addressed within Day 4, examining how acceleration is instructed or constructively imposed on contractors, what the legal and commercial implications of each type are, how recovery schedules are developed to demonstrate the planned path back to completion, and how acceleration and recovery costs are quantified and substantiated. Delegates develop the practical understanding to evaluate acceleration scenarios, develop credible recovery plans, and build the cost substantiation required to recover acceleration expenditure.
Day 3 covers earned value management comprehensively, examining the EVM method definitions, history, and principles alongside the full set of EVM metrics and KPIs including Schedule Variance, Cost Variance, Schedule Performance Index, Cost Performance Index, and To-Complete Performance Index. Delegates also examine progress measurement systems and project phase reporting frameworks, leaving with the practical EVM capability to implement, manage, and interpret earned value reporting as a genuine project control tool rather than a compliance exercise.
The Society of Construction Law (SCL) Delay and Disruption Protocol provides internationally recognised guidance on how delay and disruption on construction projects should be analysed and claimed. Day 4 covers concurrent delay analysis according to the latest SCL Protocol revision — examining how concurrency is defined, how it affects extension of time entitlement, and how it influences disruption cost recovery. Delegates develop the SCL Protocol awareness that is increasingly expected by courts, arbitrators, and employers in construction delay disputes globally.
Monte Carlo simulation is addressed within Day 5, examining how probabilistic risk analysis is applied to project schedules and cost estimates to produce realistic probability distributions of project outcomes rather than single-point forecasts. Delegates develop the conceptual understanding and practical awareness to apply Monte Carlo simulation to project risk quantification — producing the risk-adjusted project forecasts that sophisticated project control systems require and that contract counterparties and funders increasingly expect.
