Project Management 5 days
Overview
Managing the business by projects
The project environment
project attributes
project management and operations management: exclusive or complementary?
key success factors of project management
project stakeholders’ roles and responsibilities: the project client, project leader, sponsor, steering committee, performing organisation, project office
the triple constraint: results, time, and resources
the five key processes: initiating, planning, executing, controlling, and closing
the differences between lifecycles and process groups
phase end reviews and milestones
some facts about project success and failure
Exercise: you assess your existing project management capability
Project initiation
drivers of a new project
preliminary analysis: product description, business case, assumptions and constraints
project charter and the scope statement
stakeholder management techniques and tools
Project planning
project planning and the project lifecycle
impact of project planning - how to approach planning
five key planning processes: scope definition, scheduling and resource allocation, cost & budget, risk management - tools, techniques and processes
Exercise: divided into teams, you develop a project charter and a preliminary scope statement for a case study
Scope definition
decomposition of project deliverables
project lifecycle and project phases
WBS (work breakdown structure): why is the WBS the crucial process of planning?
the CWBS (contractual WBS) and its relationship with the WBS
developing a WBS in teams: a practical guide
the OBS (organisation breakdown structure): assigning responsibility and accountability to the task managers
the responsibility chart (RACI)
Exercise: in teams you develop a WBS and the respective OBS for a case study
Schedule and resource allocation.
sequencing and network diagrams
sequential, parallel, and overlapping of activities
fast tracking: benefits and potential risks
the risk of duration estimating
scheduling tools and techniques overview: Gantt charts, network diagrams
critical chain: building project buffers and feeding buffers into the schedule
assessing resource requirements - how to collect and evaluate the data
Defining team roles and the staffing plan
Exercises: (1) in teams you develop a network diagram for a case study
(2) in teams, you draw a Gantt chart for a case study
(3) in teams, you produce a team staffing plan for a case study
Cost & budget
cost estimating: building a cost structure model
cost estimating issues and approaches - how to deal with capital and operations costs?
the classes of cost estimates and their relationship with the status of project planning
cost budgeting, undistributed budgets, management reserves and contingencies
project base lining: the project planned value
Exercise: in teams you develop a budget and S-curve baseline for a case study
Risk management
project risks; types of project risks; risk drivers
risk assessment and response plan: methods and techniques
application to small, medium and large projects
Exercise: in teams you develop a risk management plan for a case study
Project Execution
Managing project team performance and giving feedback
Applying the Situational Leadership® approach to working with the project team
Dealing with issues and conflict using the Thomas Kilman Conflict Mode Model®
Managing a project team meeting
Exercise: in teams, you analyze two short people related case studies
Project Monitoring & Control
behaviours overcome hurdles: leader and members’ behaviours keep the project under control
Earned Value Technique
control tools: variance analysis, earned value analysis, trend analysis and forecasting
status and progress reports - project performance analysis and forecasting
change management and configuration management
Exercise: in teams you use financial control techniques to monitor progress
Project closing
project or phase closing: objectives achieved, objectives impossible to achieve or better alternatives found
customer verification and acceptance
project hand-over
Exercise: you develop your own personal action plan to implement the knowledge learned
Understanding Personality Type Differences
Self assess your own personality type using the Myers Briggs Type Indicator
Understand how Introverts and Extroverts relate to the world, why this affects the dynamics of project teams and what you can do to increase mutual understanding
Recognize how some people prefer abstract ideas and others concrete and tangible facts, learn how to communicate to both preferences
Understand why some people prefer to deal with objective data and others with value judgements and develop strategies to integrate these effectively on the project team
Relate to people who are highly organized and others who “go with the flow”, recognizing how a balance of both preferences increases the project team capability
Exercise: You will use the MBTI self-assessment questionnaire to determine your own preferences. Important note; you will not be obliged to share your results
Managing Stakeholders
Definition of stakeholders
Tips about gathering stakeholder data
Stakeholder analysis and relevant tools and techniques
Engaging with stakeholders
Initial communications planning
Exercise: Working in teams, you will perform a stakeholder analysis using a case study
Managing The Project Organization
Organizational cultures
Impact of organizational culture on the project manager
Different types of organization
Types of matrix
Challenges for the project manager
Exercise: Working in teams, you will analyze an organizational matrix style, from a series of clue cards
Holding Effective Project Meetings
Reasons why meetings fail to deliver
Tips for holding an effective meeting
Difficult behaviours and how to deal with it
Exercise: You will work in groups, either participating in or observing a role play of a project meeting, to consolidate your ability to manage a project meeting
Forming The Project Team
Defining the competencies required
Assembling the People Management Plan
The Organogram
Stages of team development
The kick off meeting
Exercise: Working in teams, you will produce a Role & Skill Description from a case study
Leading The Project Team
Understanding your own leadership style preferences
Recognising the readiness state of the project team
Understanding the leadership style that the project team needs
Understanding how to become a more adaptable leader
Exercise: You will use the Situational Leadership® Simulator to consolidate your ability to recognise the readiness state of the project team and to choose the correct leadership style
Motivating the Project Team
Definition of motivation
Common causes of de-motivation
Expectancy theory – giving clear direction
Options to motivate the team
Exercise: You will engage in role plays to identify the reason for a team member’s de-motivation and then re-motivate them
Managing Conflict
Potential sources of conflict through the project lifecycle
Three perspectives on conflict
Types of conflict
Conflict mitigation tactics
Conflict management strategies
Types of power
Self assessment of your conflict resolution style>:li>
Exercise: You will use the Thomas Kilman Conflict Mode Instrument self-assessment questionnaire to determine your own conflict resolution preferences. Important note; you will not be obliged to share your results
Achieving Effective Performance Management
Overview of a model for Performance Management
Practical tips for handling difficult people
Exercise: You will work in units of three or four, taking turns to role-play giving feedback, receiving feedback and observing and noting learning points
September 27-October 01, 2010
Malta
Fee 3100 EUROS
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