Update and interpret a project schedule accurately enough to flag slippage before it compounds.
Project Management
Core Skills for Project Coordinators and Project Support Officers
Practical skills for people supporting project delivery rather than leading it: maintaining schedules, tracking actions, coordinating meetings and keeping project documentation accurate and current.
🗓️Duration5 training days
📚Content4 modules · 8 sessions
🎓On completionAccredited attendance certificate
About the programme
Course Overview
Project coordinators and support officers keep a project moving without holding the authority of a project manager: maintaining the schedule, tracking actions, chasing updates, coordinating meetings and keeping documents under control, often across several projects at once. Done informally, this work lets actions get lost between meetings, document versions multiply, and the project manager spend time chasing information instead of making decisions. This course develops the core coordination skills the role actually needs, working through real scenarios, such as a schedule slipping quietly, an action nobody owns, or a document circulating in three versions, and the habits that prevent them. Sessions cover updating and interpreting a schedule, running an action and decision log people actually use, coordinating meeting logistics and minutes that lead to follow-through, and applying document control so the right version reaches the right person. Templates for logs, trackers and meeting packs are built during the course rather than handed over ready-made, so participants finish with a system suited to their own project and a clearer sense of how to support a project manager and sponsor without taking on decisions that are not theirs to make.
Expected Learning Outcomes
Run an action and decision log that assigns clear owners and closes items rather than accumulating them.
Coordinate meeting logistics, agendas and minutes that produce follow-through, not just a record.
Apply document control practices so version, ownership and approval status are always clear.
Compile a status report from multiple inputs without distorting the underlying information.
Track project actions across several concurrent projects without losing sight of priorities.
Escalate a coordination problem to the project manager with enough detail to support a decision.
Who Should Attend
Project coordinators and project support officers new to the role or seeking a structured method.
Administrative staff moving into project support within a project management office.
Personal assistants and team assistants who coordinate projects alongside other duties.
Junior project professionals preparing to take on scheduling and documentation responsibility.
Programme office staff who support multiple project managers across a portfolio.
Anyone responsible for meeting coordination, action tracking or document control on a project.
Course Modules
Select any module to see its sessions and points.
01Maintaining the Project Schedule
2 sessions · 8 points
Session 1Reading and Updating a Project Schedule
- Interpret a Gantt chart well enough to identify the critical path and near-critical activities.
- Collect progress updates from task owners and translate them into an accurate schedule update.
- Spot early signs of schedule slippage from missed micro-deadlines rather than only the final date.
- Flag a slipping task to the project manager with the specific cause and the downstream effect.
Session 2Tracking Actions, Decisions and Dependencies
- Set up an action log that records owner, due date and status for every open item.
- Chase overdue actions in a way that keeps owners cooperative rather than defensive.
- Log project decisions with enough context that their reasoning is not lost after the meeting.
- Track dependencies between tasks and teams so a delay in one is visible to those it affects.
02Coordinating Meetings and Communication
2 sessions · 8 points
Session 1Planning and Running Project Meetings
- Build a meeting agenda that matches the decisions the project actually needs at that point.
- Coordinate logistics, invitations and pre-reading so meeting time is spent on discussion, not setup.
- Write minutes that capture decisions and actions rather than a transcript of the conversation.
- Follow up after a meeting to confirm actions are understood and owners have what they need.
Session 2Supporting Stakeholder Communication
- Draft a status update for stakeholders that a project manager can approve with minimal rework.
- Maintain a stakeholder contact list and communication log across the life of the project.
- Coordinate input from multiple task owners into a single, consistent project update.
- Handle a stakeholder query professionally when the answer requires the project manager's input.
03Managing Project Documentation
2 sessions · 8 points
Session 1Document Control Fundamentals
- Apply a document naming and versioning convention that prevents duplicate or outdated copies.
- Maintain a document register that tracks status, owner and approval for every project document.
- Control access to project documents so sensitive or draft material reaches only the right people.
- Archive superseded documents in a way that preserves the audit trail without cluttering active files.
Session 2Producing Accurate Project Reports
- Compile a status report from schedule, budget and risk inputs without altering their meaning.
- Check report figures against source logs before circulation to catch errors early.
- Format recurring reports consistently so readers can compare them from one period to the next.
- Prepare a reporting pack for a steering group that anticipates the questions it will raise.
04Supporting Multiple Projects and Priorities
2 sessions · 8 points
Session 1Coordinating Across Concurrent Projects
- Maintain separate but consistent tracking for several projects without mixing up their actions.
- Prioritise coordination tasks across projects using deadlines and stakeholder seniority as a guide.
- Identify when the same resource conflict is affecting more than one project at the same time.
- Keep a personal system for tracking commitments that survives interruptions and context switching.
Session 2Working Effectively with Project Managers and Sponsors
- Clarify with a project manager which decisions are theirs to make and which must be escalated.
- Present a coordination issue with options rather than only raising the problem.
- Build enough trust with task owners that they provide honest updates rather than optimistic ones.
- Recognise the limits of the coordinator role and refer decisions that exceed it appropriately.
What the participant receives
4 course modules
A structured syllabus
8 training sessions
across 5 days
32 detailed points
Applied, detailed content
Accredited attendance certificate
On completing the programme
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