Breaking

Project Management Courses

PROJECT MANAGEMENT FUNDAMENTAL

Purpose and Background : 

Project Management is one of the most important aspects of the entire construction process. It is the application of concepts, knowledge, skills, tools and techniques to meet the project objectives and increase the probability of project success. Without effective project management, projects are often running into troubles and risking failures.

This practical course gives participants a performance edge by teaching you how to initiate, plan, control and complete your projects more effectively as projects are critical to the success of any organization. It provides participants with the knowledge of project management fundamentals and their benefits in effectively and efficiently managing projects.

Learning Objectives : 

To provide practical coverage of all basic aspects of managing projects to meet their objectives within the specific cost and time constraints, with minimum risks and obtain customer’s satisfaction.

Benefits for Participants :

  • To provide participants with the knowledge of project management fundamentals and their benefits in effectively and efficiently managing projects
  • To provide participants with practical skills, concepts and principles of project management to be adapted to specific project environment
  • Familiarization and use of project management vocabulary and terminology
  • Understand the characteristics of a successful projects
  • Identify and perform the key project management processes and phases as well as their implementation to increase the probability of success of a project and meet customer’s requirements and expectation.


 Outline : 

The seminar is scheduled for three (3) days; each day starting from 8 :00 AM to 4 :30 PM with a half hour coffee break during each morning and afternoon section.

DAY 1

Foundation Concepts

  • Common project characteristics
  • Value and outcome of project management
  • Definition of project management
  • Project management basics
  • Project management integrated processes
  • Project management processes and project boundaries
  • Project roles and responsibilities
  • Organizational project management
  • Project organization structure
  • Project/Functional interface
  • Project Organizational chart in a matrix environment
  • Critical project management knowledge and skills
  • Project Manager (PM)’s characteristics
  • Reasons of project success
  • Causes of project failures
  • The project life cycle
  • Project management maturity model
  • Project Manager (PM) maturity level
  • Basic contract types in project management

Project Initiation

  • Develop the project charter
  • Develop the preliminary project scope statement
Project Planning
  • Overview
  • The absolute imperative of planning
  • Planning definition
  • The project plan
  • Project Plan characteristics
  • Change control
  • Planning steps
  • Project deliverables and the Project Plan

Developing a Mission, Vision, Goals and Objectives for the Project

  • Defining the problem
  • The customer vision
  • The real mission of every project
  • Developing the project objectives
  • Identifying success criteria
Using the Work Breakdown Structure (WBS) to plan a project
  • Characteristics of a WBS
  • Project scope and the WBS
  • Guidelines for developing the WBS
  • The WBS concept in project management
  • The Responsibility Assignment Matrix (RAM)
  • Use of the WBS and the RAM
  • RACI Chart
  • WBS and the Organization Breakdown Structure (OBS)

DAY 2

Estimating Time, Cost & Resources (T,C & R)

  • Cost estimate definition
  • Types of estimating
  • Estimating development
  • Inputs to cost estimating & budgeting
  • Validating an estimate
  • Schedule control

Scheduling the Project Work

  • Planning and scheduling the project work
  • History of scheduling
  • Network Logic Diagrams
  • Project schedule network diagram
  • Developing the project network
  • Definition of network terms
  • The project schedule
  • The Critical Path
  • Using the Critical Path Method (CPM) to manage the project

Risk Management & Project Control

  • Definition
  • Risk Management Top Level process summary
  • Risk Identification
  • Risk Breakdown Structure (RBS)
  • Risk identification data sources & applications
  • Risk Assessment
  • Risk matrix
  • Risk probability determination
  • Risk impacts determination
  • Risk filtering
  • Risk Avoidance approach
  • Risk Contingency approach
  • Risk Tracking and Reporting
  • Risk Management Organization/Responsibilities
  • Risk Management implementation and control
  • Risk report and review
  • Critical Success Factor for Risk Management
  • Project Control
  • Team Member self-control
  • Characteristics of a project control system
  • Project Evaluation
  • Project Review
  • Earned Value Management (EVM)

DAY 3

Managing the Project Team

  • Project team performance
  • Leadership versus Management skils in team environment
  • Team building
  • Team work through planning
  • Leading a team through the stages
  • Developing team commitment

Project Closure

  • Effective project closure
  • Project closure objectives
  • Project closure plan
  • Contrac closure
  • Administrative closure
  • Project closure & contract closure interaction
  • Lessons learned
  • Post project evaluation
  • Celebrate success

How to Make Project Management Work in Your Company

  • Working with company executives and senior managers
  • Top management involvement
  • Project management training
  • Project management applications
  • Benchmarking
  • Professional involvement

Closing Comments

  • Thoughts on major pitfalls of project management
  • Understanding & Leverage the Triple Constraints in project management

Instructor : Jufran Helmi, PMP

jufran.helmi@gmail.com




PROJECT MANAGEMENT FOR SENIOR EXECUTIVES



Purpose and Background : 

Project Management is one of the most important aspects of the entire construction process. It is the application of concepts, knowledge, skills, tools and techniques to meet the project objectives and increase the probability of project success. Without effective project management, projects are often running into troubles and risking failures.

This practical course gives company executives who may need to learn more about modern project management principles and methodologies being practiced worldwide with great success, but they have limited time to attend training.

 Learning Objectives : 

To provide practical coverage of all basic, strategic aspects of overseeing and managing projects to meet organizational goals and performance

Benefits for Participants :
  • To provide participants with an understanding of how the discipline of project management can increase your company’s productivity, improve communication and cut development and operations costs.
  • Align projects with organizational goals
  • Remove the mystery of project success by learning proven techniques to define, plan and control a project
  • Establish a foundation for project success within your organization with a systematic approach to successfully managing projects
  • Understand executive and team roles/responsibilities in the project process
  • Capability to ask the right questions of project participants
  • Insight into how to assess the health of the company’s project management maturity process

Outline : 

The seminar is scheduled for two (2) days; each day starting from 8 :00 AM to 4 :30 PM with a half hour coffee break during each morning and afternoon section.

DAY 1

 Project Management Overview

  • History of modern Project Management
  • Projects versus Operations
  • Project Management Areas of Expertise
  • What is project management
  • Project v/s Program v/s Portfolio
  • Project Management v/s Program Management v/s Portfolio Management
  • Project management basics
  • Understanding project objectives
  • The Triple Constraint concept in project management
  • Management Criteria v/s Engineering Criteria
  • Strategic Thinking to Project Management
  • Planning & Control Cycle in project management
  • Project Management Maturity Model
  • Life-Cycle Phases for Project management Maturity

Project Management – The Executive’s Roles

  • Roles & Responsibilities
  • Project Manager Maturity Model
  • Project Sponsorship
  • The project sponsor interface

The Project Management Body of Knowledge (PMBOK)

  • The Nine (9) Project Management Knowledge Areas
  • Risk Integration in Project Management
  • Project Management Knowledge Areas
  • Mapping the project management phases and the knowledge areas

Project Management Life Cycle

  • Initiating
  • Planning
  • Execution
  • Control
  • Closure

Project Management Office (PMO)

  • Define PMO
  • Benefits of a PMO
  • The Executive Role in the PMO

DAY 2

 Project Management Competency Development (PMCD) Framework

  • Evolution of the PMCD Framework
  • The PMCD
  • Dimensions of Project Management Competency
  • Methodology for achieving competence as a project manager

Organizational Project Management Maturity Model (OPM3)

  • Organizational Maturity Model
  • OPM3
  • Benefits of OPM3
  • How does OPM3 work?
  • Elements of OPM3 : Knowledge, Assessment & Improvement
  • The OPM3 Cycle
  • Components of project success

Closing Comments

 Instructor: Jufran Helmi, PMP
jufran.helmi@gmail.com




 PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK)

Purpose and Background : 

Project Management is one of the most important aspects of the entire construction process. Without effective project management, projects are often running into troubles and risking failures. However, when well-planned and soundcontrolled project management principles and methodologies are employed, even projects which are faltering may be saved from disaster.

This seminar is designed for engineers who want to learn the basic principles of today’s project management.ie. What Project Management is all about by having a good knowledge of the Project Management Body of Knowledge (PMBOK) as defined by the Project Management Institue (PMI). It outlines a sequence of steps to help engineer/manager initiate, plan, execute, control and close out a project of any size. The PMBOK has become the global standard for Project Management and was approved as an American National Standard by the American Standards Institute in September 1999.
It encompasses elements, which through proven applications, have come to be generally accepted as effectve project management.

Learning Objectives : 

To provide practical coverage of all basic aspects of project management principles and methodologies by highlighting the necessary knowledge needed by practising project managers. It is intended to examine the numerous and diversified project management responsibilities and tools as well as the knowledge participants need to successfully manage their projects. The seminar will help Project Manager and civil engineers working as project team members understand project management issues they have to deal with in the course of their project performance.

Benefits for Participants :

  • • Understand how the nine (9) knowledge areas of the PMBOK, considered to be the foundation of modern project management worldwide, can be integrated and applied during each phase of a project’s life cycle.
  • • Deal with projects using a systematic, proven project management approach currently being practiced worldwide and their ramifications.
  • • To provide participants with the basic, modern project management principles and methodologies, knowledge and skills in order to better perform project management related activities in their day-to-day work environment.
  • • Familiarization and use of project management vocabulary and terminology
  • • Understand current project management practice and its ramification
  • • Apply a multitude of generally accepted project management practices to yourprojects

Outline : 

The seminar is scheduled for two (2) days; each day starting from 8 :00 AMto 4 :30 PM with a half hour coffee break during each morning and afternoonsection.

DAY 1

Introduction

  • • History of modern project management
  • • Management criteria versus engineering criteria
  • • What is a project
  • • What is project management
  • • Projects versus Operations
  • • Project v/s Programs v/s Portfolio Management
  • • Strategic Thinking to Project Management
  • • Understanding the project objectives
  • • Project management operations objectives
  • • The triple constraint concept in project management
  • • The Work Breakdown Structure (WBS) concept
  • • Planning & Control cycle in project management
  • • Project organization structure
  • • The Responsibility Assignment Matrix (RAM)

The Project Management Context

  • • What is modern Project management Body of Knowledge (PMBOK)
  • • Project phases and the project life cycles
  • • Project team’s areas of expertise
  • • Project stakeholders
  • • Project management processes and project boundaries

Project Integration Management

  • • Develop project charter
  • • Develop preliminary project scope statement
  • • Develop project management plan
  • • Direct and manage project execution
  • • Monitor and control project work
  • • Integrated change control
  • • Project closure

Project Scope Management

  • • Scope planning
  • • Scope definition
  • • Create WBS
  • • Scope verification
  • • Scope control

Project Time Management

  • • Activity definition
  • • Activity sequencing
  • • Activity resource estimating
  • • Activity duration estimating
  • • Schedule development
  • • Schedule control

DAY 2

Project Cost Management

  • • Cost estimating
  • • Cost budgeting
  • • Cost control

Project Quality Management

  • • Quality planning
  • • Perform quality assurance
  • • Perform quality control

Project Human Resources Management

  • • Human resource planning
  • • Acquire project team
  • • Develop project team
  • • Manage project team

Project Communications Management

  • • Communications planning
  • • Information distribution
  • • Performance reporting
  • • Manage stakeholders

Project Risk Management

  • • Risk Management planning
  • • Risk identification
  • • Qualitative risk analysis
  • • Quantitative risk analysis
  • • Risk response planning
  • • Risk monitoring and control

Project Procurement Management

  • • Plan Purchase and Acquisition
  • • Plan contracting
  • • Request seller responses
  • • Select sellers
  • • Contract administration
  • • Contract closure


Instructor : Jufran Helmi, PM



EARNED VALUE MANAGEMENT (EVM) FOR PROJECT PERFORMANCE MEASUREMENT



Purpose and Background:
The management of technical projects is becoming a challenge to professional engineers in an increasingly competitive marketplace in which effective project planning and control approaches must be in compliance with clients’ contractual requirements. Successful project managers demand that their projects meet technical objectives and be completed on schedule and within budget. To ensure success, an effective project control system must be designed, developed and implemented to provide management with timely and accurate information on deviations of cost and time parameters from the target objectives established during the planning cycle of the project.

Earned Value Management (EVM) is a project planning and control approach which provides cost and schedule performance measurements. It compares actual accomplishment of scheduled work and associated cost against an integrated schedule and budget plan. Its benefits include visibility into the true progress of the project work against the budget, projections of anticipated project schedule and cost trends and the ability to take timely corrective actions for undesired variances. EVM is considered to be one of the most powerful and productive concepts utilized in managing today's complex projects in private, commercial or government environments.

Learning Objectives:
To provide a powerful and unique technique that integrates scope, cost and schedule parameters of a project to objectively measure project performance. The fundamentals of EVM will be presented in a down-to-earth, basic approach, along with hands-on exercises and examples that will allow participants to apply the concepts to a realistic project.

Benefits for Participants:

  • • Obtain basic knowledge in understanding and using an effective performance management system in managing technical projects effectively
  • • Manage projects using a proven, effective performance measurement technique
  • • Work with clients to define project objectives and develop a project plan and put it into action
  • • Make project decisions concerning scope, cost and schedule parameters faster, more effectively and more confidently
  • • Stay on top of schedules, budgets, workloads and human resources issues and delegate practically and fairly
  • • Learn to avoid the pitfalls of project management by quickly identifying potential project risks and mitigate them as early as possible

Who Should Attend?
This seminar is designed for those who want to learn the basic principles of EVM used for project performance measurement, a proven method to evaluate project work progress in order to identify early potential schedule slippage and areas of budget overruns. It provides practical coverage of an accurate and realistic reflection of the integrated scope, cost and schedule parameters of a project to assist both contractors and client management in the decision-making process.

Senior managers, project managers, program/portfolio managers, engineers and cost/schedule practitioners, contract administrators, team leaders, individual team members as well as any professional involved in a management and control related function interested in improving realistic project cost and schedule performance tracking and progress reporting will find this seminar very helpful for their work on projects. Participants should have a basic understanding of project management concepts.

Outline : 
The seminar is scheduled for three (3) days; each day starting from 8:00 AM to 4:30 PM with a half hour coffee break during each morning and afternoon session.

 DAY 1
Introduction to Earned Value Management (EVM)

  • • Management Criteria versus Engineering Criteria
  • • Evolution of the Earned Value Management (EVM)
  • • Concept
  • • The Cost/Schedule Control System Criteria (C/SCSC)
  • • The EVM System Criteria
  • • Performance Measurement - An Effective EVM Technique
  • • EVM in Project Management

Scope the Project

  • • Understanding the Project Work Scope
  • • Work Breakdown Structure (WBS)
  • • Make-or-Buy Choice
  • • WBS and Earned Value

Plan and Schedule the Project

  • • Understanding the Project Objective
  • • Planning the Project
  • • Scheduling the Project
  • • Scheduling and Earned Value

DAY 2
Estimate and Budgeting Project Resources to Form Control Account Plans (CAPs)

  • • Integrating the Project Work Scope with Cost and Schedule
  • • Earned Value CAPs
  • • Cost Estimates and Budgets
  • • Management Reserves
  • • Establish the Earned Value Project Baseline
  • • Methods Used to Plan and Measure Earned Value
  • • Control Account Plans (CAPs)
  • • The Performance Measure Baseline (PMB)
  • • Maintaining the Baseline: Managing Changes in Scope

Monitoring Performance Against the Baseline

  • • CAPs Performance Measurement
  • • Presentations to Project Management
  • • Earned Value Cost and Schedule Variances
  • • Materials and Subcontracts in EVM

DAY 3
Final Cost and Schedule Forecasting

  • • Determining Factors
  • • Cost and Schedule Results Methodology
  • • Management Reserve or Contingency Reserve
  • • Estimate At Completion (EAC)
  • • The Over Target Baseline (OTB) Process
  • • Predicting the Project’s Time Duration
  • • Managing Project Portfolio using EVM

EVM Reporting
Subcontractors’ Reporting
Preparing and Interpreting the Integrated Cost/Schedule Report
The EVM Reporting Formats
EVM Exercises and Case Studies

Instructor : Jufran Helmi, PMP


PROJECT MANAGEMENT IN CONSTRUCTION



Purpose and Background: 
Project management as a discipline is recognized as one of the fastest growing professions in today’s industries. In the construction’s industry, it is one of the most important aspects of the entire construction process. It is the application of concepts, knowledge, skills, tools and techniques to meet the project objectives and increase the probability of project success. Without effective project management, projects are often running into troubles and risking failures. Not understanding the basic concept behind managing construction projects leads to missed deadlines, cost overruns, expensive changes, lost opportunities and frustrated project managers, team members and other stakeholders.

This practical course gives participants a performance edge by teaching you how to initiate, plan, execute, control and complete your projects more effectively and efficiently as projects are critical to the success of any organization. It provides participants with the knowledge of project management principles and methodologies as applied in managing projects in the construction industry and recommended by the Project Management Body of Knowledge Standards (PMBOK) Guide, Fourth Edition, a global and internationally recognized standard for the project management profession.

Learning Objectives : 
To provide practical coverage of all basic aspects of managing construction projects to meet their objectives within the specific project constraints, with minimum risks and obtain customer’s satisfaction and value. The knowledge and practices covered are in complete compliance with the Project Management Institute (PMI)’s application specific to the construction industry.

Benefits for Participants :
  • To provide participants with the knowledge of project management basic concepts and their benefits in effectively and efficiently managing construction projects.
  • To provide participants with practical skills, tools and techniques of project management to be adapted to specific construction project environment.
  • Understand the characteristics of successful construction projects.
  • Understand the absolute imperative of planning to ensure project success
  • Familiarize yourself with the today’s project requirements of the various management processes having major impacts over the success or failure of construction projects.
  • Identify and perform the key project management processes and phases as well as their implementation to increase the probability of success of a project and meet customer’s requirements and expectation.

Outline : 
The seminar is scheduled for three (3) days; each day starting from 8 :00 AM to 5 :00 PM with a half hour coffee break during each morning and afternoon section.

DAY 1
The Foundations of Project Management
  • · The Nature of Projects and Project Management
  • · Strategic Planning to Project Management
  • · Management Criteria versus Engineering Criteria
  • · Typical Construction Projects
  • · Common Project Characteristics
  • · Managing the Triple Constraints
  • · Project Organization Structure
  • · The Project Manager Responsibilities
  • · The Role of Senior Management
  • · The Role of Functional Management
  • · The Project Management Body of Knowledge (PMBOK) in Construction
  • · Value-Driven Project Management
  • · The Hard and Soft Skills of Project management
  • · Key Project Success Factors
  • · Critical Success Factors for a Construction Project
  • · Major Causes of Project Failures
  • · Factors in Project Management Effectiveness
  • · What Causes Disputes with Clients
  • · What Do Clients Want from Project Management
  • · Organizational Structures
  • · Project Management Maturity Level
  • · Basic Contract Types in Managing Projects
  • · The Product/Project Life Cycle
  • · Basic Steps in Managing a Project
Project Management in Construction
  • · Construction Project Life Cycle
  • · The Construction Project Phases
  • · Basic Project Management Life Cycle
  • · Planning and Control Task for EPC Projects
  • · The Generic Planning and Control Cycle
DAY 2
Project Initiation
  • · Develop the Business Case
  • · Develop the Project Charter
  • · Identify Stakeholders
Project Planning
  • · Collect and Define Project Requirements
  • · Define Scope
  • · Create the Work Breakdown Structure (WBS)
  • · Create the Organization Breakdown Structure (OBS)
  • · Create the Responsibility Assignment Matrix (RAM)
  • · Define and Sequence Activities
  • · Estimating Activity Resources and Durations
  • · Scheduling the Project Work
  • · Develop the Schedule
  • · Estimating Costs and Determining Budgets
  • · Using Types of Estimates
  • · Key Elements of a Construction Cost Estimate
  • · Contingency in Cost Estimate
  • · Perform Value Engineering in Construction
  • · Plan Integrated Cost/Schedule Control (Earned Value Management)
  • · Plan Quality
  • · Develop Construction Human Resource Plan
  • · Plan Communications
  • · Plan Risk Management
  • · Identify Risks
  • · Perform Qualitative Risk Analysis
  • · Perform Quantitative Risk Analysis
  • · Plan Risk Responses
  • · Plan Procurements
  • · Plan Safety
  • · Plan Environment
  • · Plan Finance
  • · Identify Claim
  • · Quantify Claim
  • · Develop the Project Plan
Project Executing
  • · Direct and Manage Project Execution
  • · Perform Quality Assurance (QA)
  • · Develop the Project Team
  • · Manage Project Team
  • · Distribute Information
  • · Manage Stakeholders Expectation
  • · Conduct Procurements
  • · Perform Safety Assurance
  • · Perform Environmental Assurance
DAY 3
Monitoring and Controlling
  • · Monitor and Control Project Work
  • · Perform Integrated Change Control
  • · Verify Scope
  • · Control Scope
  • · Control Cost/Schedule (Earned Value Management)
  • · Monitor Progress
  • · Perform Quality Control (QC)
  • · Monitor and Control Risks
  • · Administer Procurements
  • · Perform Safety Control
  • · Perform Environmental Control
  • · Perform Financial Control
  • · Perform Claim Prevention
  • · Report Project Performance
Project Closure
  • · Develop the Project Punch List
  • · Close Project or Phase
  • · Close Procurements
  • · Perform Financial Administration and Records
  • · Perform Claim Resolution
Discussions and Case Study
Video Presentation

Instructor : Jufran Helmi., PMP


CONSTRUCTION PROJECT MANAGEMENT



Purpose and Background : 
Construction Project Management or Construction Management (CM) is the provision of professional management services to the Owner of a construction project with the objective of achieving high quality at minimum cost. CM is provided by a professional or firm trained in the management of construction processes. Services may cover only a defined portion of the construction project such as field construction, or they may include total responsibility for the project. Construction management objective is to treat project planning, design, and construction as integrated tasks in the project. With construction management approach used, a non-adversarial team is created consisting of the Owner, the construction manager, the architect-engineer, and the contractor. The project participants, by working together from project inception to project completion, attempt to serve the Owner’s best interests in order to produce for the latter a project of maximum value within the most economical time frame. The CM team draws on each other’s area of specialization to maintain a tighter control over the details of a project that affect the budget, schedule and quality.

This course gives participants a good knowledge of the Construction Management approach in which the construction manager, acting as an agent of the Owner, manages the overall construction process. It provides participants with the knowledge of construction management fundamentals and their benefits in effectively and efficiently managing projects that they can apply immediately in their project environment.

Learning Objectives : 
To provide practical coverage of all basic aspects of Construction Management (CM) process where early cooperation between project team members helps reduce an Owner’s risk and speed up an entire project and make it easier to stay on budget. It is the application of integrated systems and procedures by a project team whose key objective is to achieve the owner’s project goals.

Benefits for Participants :
· To provide participants with the knowledge of Construction Management(CM) fundamentals and their benefits in effectively and efficiently managing construction projects.
· To provide participants with practical skills, concepts and principles of the construction management approach to be adapted to specific project environment.
· Understand the characteristics of a CM project.
· Identify and perform the key CM processes as well as their implementation to increase the probability of success of a project and meet Owner’s requirements and expectation.

Who Should Attend : 
This seminar is for those responsible for managing, leading, coordinating and working on construction projects of any size desirous to learn how to use knowledge of basic, practical and formal construction project management principles
and methodologies in their day-to-day work. These include builders, architects, engineers and other professionals working in the construction industry.

Outline : 
The seminar is scheduled for three (3) days; each day starting from 8 :00 AM to 4:30 PM with a half hour coffee break during each morning and afternoon session.

DAY 1
Construction Project Management Overview
· The challenges of construction
· The nature of the construction industry
· Types of construction projects
· Professional Construction Management: a form of contract.
Construction Project Management
· Construction project life cycle
· The construction project phase
· Basic project management activities
· Construction project life cycle and its phases
· The matrix organization and the project task force
· Contractual approaches in construction project management
· The construction management organization
· Typical types of contract and their financial implications
Construction Management (CM) Requirements & Qualifications
· Professional construction manager relationships and responsibilities
· Requirements of the construction manager
· Major components in construction management
· Critical success factors for a construction management project
· Effective construction management firm attributes

DAY 2
Professional Construction Management (CM) in Practice through Project Phases
· Project Management
· Cost Management
· Time Management
· Quality Management
· Contract Administration
· Safety & Health Management
· Sustainability Management
· Value Engineering
· Integrated Project Controls
· Procurement Management
· Risk Management

DAY 3
Business Approaches in Construction Management
· Change orders and liquidated damage
· Risk management, insurance and bonding
· Labor relations
· Claims, disputes, arbitration and mediation
How to select a Professional Construction Manager?
· Basic qualifications
· Selection methods
· Contractor selection by competitive bidding
· Owner responsibilities
· Marketing construction management services and negotiated contracts
Current State of the Art of Construction Project Management
· The Design-Build approach
· Building Information Model (BIM)
· Safety in Construction

Instructor : Jufran Helmi, PMP


No comments:

Post a Comment