TOMASZ DOMAŃSKI BUSINESS CONSULTING. mini MBA TRAINING OF MANAGERIAL COMPETENCES

Transcription

1 TOMASZ DOMAŃSKI BUSINESS CONSULTING mini MBA TRAINING OF MANAGERIAL COMPETENCES

2

3 mini MBA 3 Ladies and Gentlemen, I am offering you a unique training program addressed to managers at upper and middle level of management. It brings to you a sought knowledge and a bundle of practical managerial skills that are necessary for the efficient conduct of business in time of global standardization of business processes, increasing competition and economic decline. In a brief educational formula, I put at your disposal a package of competences that are needed for each manager who is going to lead its company in a professional manner. The offered training is a very attractive alternative to costly academic programs type Master of Business Administration. Content and structure of the training program are based on my long-term experience in modern, international business and consulting services. Its content provides skills, which are essential for middle and senior management in daily managerial practice. The training program has been tested in numerous open and closed trainings organized for small, medium and large enterprises. It was also presented as the academic program realized in partnership with the University of Wales and the University of Wisconsin. Repeatedly obtain the highest scores granted by participants, recruited from the middle and upper management in business. Direct cooperation with the Trainer allows you for significant reduction of the training costs without any loss of its quality. The favorable prices and taxation options allow to reduce costs by about 30-50% compared to similar courses offered by institutional training organizations. Details of the offered "mini MBA" training are presented later in this brochure. I count on your interest and contact. Respectfully, Tomasz Domański Tomasz Domański Business Consulting

4 4 Traning of managerial competences Deficits of knowledge and skills of SMEs in implementations of the modernization processes Knowledge deficits identified among managers due to gaps in their education (including foreign language skills and modern management methodologies) and a very short period of fulfillment of managerial functions that would enable the acquisition of relevant managerial experience. The managers of SMEs lack the knowledge about managerial and technological developments taking place in their industry and in related industries. kontakt@tomaszdomanski.eu

5 mini MBA 5 THE mini MBA TRAINING PROGRAM Structure of the offer The training program offered under the umbrella-name "mini MBA" consists of three basic educational modules. They can be offered as an individual training event or as a combined educational content - a scalable, distributed over a time a managerial capacity building tool. The division of the training program into the three basic modules (with various level of details) enables a flexible adjustments of the training content and its forms to the needs and expectations of the participants. Educational modules Time Additional workshop Type of training Strategic management in business 2 days 1 day Open or closed Project management in practice 2 days 1 day Open or closed Training of managerial competences 5 days Closed Each the training module can be extended (option) for the additional day of workshop aimed at strengthening the managerial knowledge and skills. In case of closed courses, the additional day may be spent on individual consultations on business issues faced by companies participating in the training. Detailed description of the training modules is presented later in this offer. Adressees of training The trainings offered in the framework of "mini-mba" program are addressed to all those managers who wish to gain the practical knowledge and skills in professional management of a modern company, and in particular: to upper and middle level of management; to Project Managers managing projects with strategic importance to the company; staff of the marketing and strategy departments; reserve managerial saff. The program will be very useful for those professionals who plan to build an efficient model for the strategic management of the company, as well as for the companies planning to launch new products and expand into new business areas. Methods of work The utilized training methods allow for easy assimilation of both the theoretical content and practical skills. The lectures are logically organized and richly illustrated with multimedia presentations. Workshops are conducted with the supportive case studies, templates, forms and spreadsheets. The professional business-terminology is presented in both Polish and English, which is an additional unique value offered to the participants of the trainings. The optimal number of participants allowing for efficient conduct of workshops is around people. This reservation is not valid if the training is reduced the only to the lectures (without workshops). Tomasz Domański Business Consulting

6 6 Traning of managerial competences The best way to predict the future is its creation. Peter Drücker

7 mini MBA 7 Module 1: STRATEGIC MANAGEMENT IN BUSINESS THEORY TOOLS PRACTICE Strategic management is the art of analytical thinking and making business decisions aimed at optimum utilization of a company resources. Its ultimate objective is to achieve market success and to build a sustainable competitive advantage of a company. It is an art of a great value during the economic downturn and the need to drastically reduce operational cost. Form: open training or closed training Duration: 2 days (16 hours) o r 3 days (with supplementary 1-day workshop) Methods: lectures and workshops Objectives The training focuses on presenting methods and tools of managing a company, which are appropriate for managers on middle and upper level. It shows the relationship between core and supporting business processes at the following stages: business analysis, strategic planning, designing and allocating tasks, budgeting tasks, managing projects, managing organisational change. The lectures and workshops allow participants to understand the links between numerous managerial functions realised at the strategic, tactical and operational level. The Training Program Lectures Introduction to strategic management Distinction between a corporation and a strategic business unit Characteristics of strategies on corporate, business unit and functional level Defining a business model The concept of The Value Chain and its practical use Business Process Management Defining vision and mission of a company Analyzing competitive environment of a company (KSF, PEST, 5Forces) Analyzing a company's Value Chain Portfolio analysis and product life cycle analysis (BCG Matrix, PLC) SWOT analysis and analysis of cause and effect Mapping strategies and building balanced scorecards (KPIs, BSC, MBO) Formulating strategic action plans and budgeting strategic tasks (ABC) Project management based on PMI and Prince2-BOK methodologies New product development -- principles and procedures Optimizing organizational structures as the effect of adoption a strategy Planning and managing organizational change Communication in the strategic management process Roles of leaders and managers in the strategic management process Tomasz Domański Business Consulting

8 8 Traning of managerial competences Workshops Identifying stakeholders of a company Identifying new business areas Identifying elements of the value chain Modeling business processes Mapping business processes The SWOT Analysis by the NGT Technique KSF Analysis, PEST Analysis (optional) Option the third workshop day: Developing business plan for a new business venture Scope: Choosing a new business field (sector, industry); Identifying market segments and products; Choosing location; Evaluating resources capital, organizational, human; Preparing check lists; Organizing a project team; Developing a business case; Developing schedules and the other project management stuff. No task is particularly difficult, if you divide it into smaller subtasks. Henry Ford kontakt@tomaszdomanski.eu

9 mini MBA 9 Module 2: PRACTICAL ASPECTS OF PROJECT MANAGEMENT EFFECTIVE ORGANIZING AND MANAGING PROJECTS Regardless of the mission undertaken, all organizations are involved in the project design, which is an essential tool for achieving strategic goals. They all also have a shorter or longer list of costly failures in their implementation... Form: open training or closed training Duration: 2 days (16 hours) or 3 days (addtional 1-day workshop) Methods: lectures and workshops Objectives The purpose of the training is to provide practical skills in organizing, planning, execution and closing projects, and in particular: to present a project as a tool for implementation strategic action plans; to present popular methodologies - Prince2 and PMI-BOK and the synergies between them; to present processes and sub-processes of a project management; to provide practical skills in the following areas: Organizing project and a project team Calculating cost-effectiveness of a project Product-based project planning Budgeting a project Managing risks in a project Managing quality in a project Analysing stakeholders of a project and their relations Communication in a project Documentating a project Project Management Office - organisation and tasks The main causes of failures in projects The training program has been prepared by an experienced expert for those professionals who are interested in gaining practical skills in project management. Its content is based on the key elements of two popular and complementary to each other methodologies - PMI-BOK and Prince2. The major benefits that participants acquire from the training rely on acquisition the abilities to effectively organize and run projects, and in particular: Establishing transparent rules for the implementation of projects, Achieving better results in less time, Optimising project resource utilization, Reliable calculation of the financial parameters of a project, Prioritization of a project tasks, Budgeting a project, Setting rules for implementation of a project budget, Tomasz Domański Business Consulting

10 10 Traning of managerial competences Improveing internal communication in projects, Properely documenting a project activities. In addition to the standard issues of preparation and implementation of projects, much attention is paid to the problems of assessing the business case. Such the training offers practical skills of forecasting profitability of new products introduced to the market, calculating payback periods and estimating viability of projects, taking into account the loss of value of money over the time (NPV). The Training Program Lectures: Introductory issues Project in the structure of the strategic management of the company Overview of the history of project management Concept of the project and project management Main dimensions and characteristics of the project Life cycle of the project vs. product life cycle Main elements of the PMI-BOK and Prince2 methodologies Organizing projects Main levels of project management Tolerances in a project Organizational structure of a project Organising a project team Roles and responsibilities of a project team members Project manager - roles, responsibilities and his personality The seven deadly sins of project management Project planning Process model of project management Processes and subprocesses by Prince2 Preparation of a project Initialization of a project Products of a project The principle of project planning based on products Grouping tasks and work packages Diagram of the sequence of products Network Diagram (PERT) Calculating the critical path (CPM) Scheduling projects (Gantt chart) Allocating resources in a project Budgeting a project Calculating a business case for a project Analysing profit and loss accounts for a new product implementation Profitability ratios Payback periods Loss of money value over the time (NPV) Managing risks in a project Implementation of projects Strategic project management Steering the executive stages of a project Stages of manufacturing the project products Delegating tasks and checking results Managing scope of the executive stages Managing quality in a project Computer software for project management kontakt@tomaszdomanski.eu

11 mini MBA 11 Closing a Project Preparing a project to close Communication in a project Reporting in a project Planning the next stage of a project Evaluating the obtained results Project documentation Standard managerial documentation in a project Key documents in a project management Organization and archiving of a project documentation Supervision and support for a project Project Management Office (PMO) Workshops: Classifying projects Dividing projects into basic categories: the groundbreaking projects; the infrastructural projects; the evolutionary projects and the customer support projects. Analysing profitability of a new product Preparing guidelines for introduction a new product to the market. Market segmentation. Demand assessment. Pricing strategy. Business case evaluation from a 12-month simulation of the income statement. Calculating a business case Calculating payback period. Evaluating the project business case based on the discounted value of the return on investment (NPV). Calculating time of a project Determining the task groups and drafting a network diagram (PERT). The critical path calculation with a single estimate of time (CPM). The critical path calculation with the triple-time estimate. Planning a business conference Determining a form of the project. Organizing the project team. Identifying groups of the project products. Establishing a network diagram (PERT). Determining critical paths (CPM). Scheduling tasks (Gantt Chart). Developing a responsibility matrix. Preparing a register of risks. Preparing a communication plan. Option the third workshop day: Developing business plan for a new business venture Scope: Choosing a new business field (sector, industry); Identifying market segments and products; Choosing location; Evaluating resources capital, organizational, human; Preparing check lists; Organizing a project team; Developing a business case; Developing schedules and the other project management stuff. Tomasz Domański Business Consulting

12 12 Traning of managerial competences If the crew and captain understand each other, then nor wind neither storm do not interfere, to bring the ship to the port. Rudyart Kipling

13 mini MBA 13 Module 3: TRAINING OF MANAGERIAL COMPETENCES DESIGNED FOR MIDDLE AND SENIOR MANAGERS Form: closed training Duration: 5 days (40 hours) Methods: lectures and workshops Objectives: The program is an extended version of the training on "Strategic management in business." The formula of closed training allows for adapting its content to the industry in which a company operates, as well as to its business model. A significant advantage of this formula is the ability to obtain a free consultation on the issues covered by the training. Lectures and workshops allow participants to understand links between numerous managerial functions realised on the strategic, tactical and operational levels. After completing the training, participants will obtain the knowledge and skills that will enable them: to understand what is "a strategic business unit", to assimilate the basic terms in the field of strategic management, to make distinction between strategies on corporate, business and functional levels, to familiarize methods and tools of effective planning and implementing a company strategy, to identify elements of the strategic management process in all managerial levels of a company, to identify roles of leaders and managers in the process of planning and implementing strategy, to identify key stakeholders of a company and to understand their impact on its operations, to understand practical meaning of the Value Chain concept, to understand practical meaning of the Industry Life Cycle concept, to understand portfolio analysis (BCG Matrix), to familiarise methods of macro-environmental and competitive analyses, to learn how to construct the Strategy Maps and Balanced Scorecards, to learn how to design strategic action plans and to finance them, to assimilate practical elements of project management based on PM-BOK and PRINCE2, to assimilate the principles of designing and optimising organizational structures, to learn how to plan and manage organizational change, to understand the importance of strategic thinking in the face of crisis and growing competition. Tomasz Domański Business Consulting

14 14 Traning of managerial competences The Training Program Day one Session 1: Introduction to Strategic Management Lectures: Basic term and definitions in the field of strategic management Business stakeholders, their expectations and impact Strategic management vs. tactical and operational management Sectors, industries, markets, market segments, demand, supply, value for a customer Corporation vs. strategic business unit The structure of a strategic plan The process of planning and implementing a company's strategy Practical aspects of the strategic management process Defining a business model The concept of Value Chain Developing new products in the context of the company's strategy Business process - elements and characteristics Processes, sub-processes, activities and tasks Mapping business processes Business Process Management Corporate strategies - diversification, mergers and acquisitions, strategic groups Business strategies - managing product, price, quality vs cost dominance Functional strategies - building quality, efficiency, innovation and customer sensitivity Workshops: Mapping stakeholders of a company Identifying strategic business units Identifying elements of Value Chain Modeling business processes Day two Session 2: Fundamentals of strategic analysis and organization of a Strategy Department Lectures: Competitive Intelligence project Organising the process of data collection and strategic analysis Analytical cycle - the needs, scope, data, data analysis, inference, distribution Sources of data for strategic analysis The quality and reliability of the data The analogy, deduction, induction, extrapolation, interpolation Classical methods of the strategic analysis Challenges and risks in the process of strategic analysis Competence of a business analyst Key Success Factors Analysis - KSF Analysis Analysis of macro-environmental factors - PEST Analysis kontakt@tomaszdomanski.eu

15 mini MBA 15 Analysis of competitive environment - 5 Forces Analysis Analysis of a company's business model - Value Chain Analysis Analysis of portfolio of products / SBUs - BCG Matrix Analysis of the product life cycle - PLC Analysis Analysis of strengths, weaknesses, opportunities and threats - SWOT Analysis Analysis of cause-and-effect Clients of a Strategy Department Tasks and responsibilities of a Strategy Department Workshops: KSF Analysis PEST Analysis Five Forces Analysis by M.Porter SWOT Analysis Cause and Effect Analysis Group work techniques and TQM Day three Session 3: Planning, implementing and monitoring of a company strategy Lectures: Vision and mission of a company Analysing examples of mission and vision Determining the primary and intermediate strategic goals Main sequence of the strategic objectives of a company The principle SMART and its implications Cascading strategic objectives and Management by Objectives Characteristics of the main types of strategic action plans Examples of strategic goals and related strategic action plans Principles of budgeting strategy Strategic control systems Key Performance Indicators Operational vs. strategic indicators EBITDA and the other key financial indicators Mapping a company strategy Balanced Scorecards The rules of building Balanced Scorecards Workshops: Formulating a vision and mission of a company Measuring the quality of service Mapping the strategic objectives Elaborating a Balanced Scorecard Tomasz Domański Business Consulting

16 16 Traning of managerial competences Day four Session 4: Practical aspects of project management Lectures: Characteristics of a strategic action plan Project and project management Fundamental dimensions of a project - scope, time, resources Analysis of the economic viability of a project - business case Pure project, project in a matrix structure, project in a functional unit Characteristics of project management methodology by PMI-BOK Characteristics of project management methodology by Prince2 Stakeholders of a project and their impact Organization of a project team Project planning on the basis of products of a project Acceptance criteria for the work done within a project Managing quality within a project Planning tasks - Work Breakdown Structure Planning tasks - Network diagram Critical path in the structure of the tasks Scheduling a project - Gantt Chart Project Charter and Project Plan - initiating a project Responsibility matrix Identifying and managing risks in a project Communication Plan Developing a new product Workshops: Analysing a business case Comprehensive planning a project Day five Session 5: Restructurisation and managing organizational change Lectures: Importance of organizational change (transformation and restructurisation) Relationships between processes of strategic planning and managing change Fundamental concepts and terminology in the field of change management The main types of restructuring and change Distinction between technical and emotional aspects of change Change management process Plan of Change - structure and principles of planning Change management team vs project teams Participants of change - sponsor, change agent, managers and employees Plan of capital resources in the process of change management Optimising business processes and organizational structures Passive attitudes in the process of change and their causes Psychological reactions to changes - model of E.Kubler-Ross Individual approach to personnel in a change process - ADKAR model kontakt@tomaszdomanski.eu

17 mini MBA 17 Achieving awareness, understanding, acceptance and commitment for change Social engineering in the process of organizational change management Ten strategies of effective engaging in change Communication in change management - objectives and tools Fundamental principles in the communication process Roles of leaders and managers in the process of change management Principles of creating right corporate culture Key success factors in the process of change management Common causes of failures in the implementation of organizational changes Workshops: Identifying the key strategic projects Preparing communication in the process of change Organising the team for managing change Tomasz Domański Business Consulting

18 18 Traning of managerial competences THE TRAINER Tomasz Domański is an experienced manager and business consultant focused on strategy planning and implementation, managing projects and programs and organization development. His broad experience enables him to manage challenging undertakings, which require simultaneous coordination of business, technical and legal aspects, to develop and negotiate multilateral agreements and to liaise with National Regulatory Authorities. He has gained his experience working on high managerial positions at T Mobile Poland and National Bank of Poland. He has broadened his professional skills working in consulting services, public administration and non governmental organizations. His competencies allow him effectively manage complex ventures that require coordination of business, technical and legal aspects; effectively negotiate multilateral agreements, and liaise with the National Regulatory Authorities. He is graduated from the University of Lodz (MA in Business Law) and the University of the State of New York (MBA in Marketing and MIS). He has deepened his professional knowledge during the post graduate studies at the University of Warsaw, University of Lodz, British Institute of Finance, and MCTC in Haifa. He also has completed numerous professional trainings offered by reputable educational institutions in Poland and abroad the George Washington University, Management Center Europe, Institute for International Research, SAS, EuroFinance, APM Group and other. I am a certified Project Manager (PM BOK, Prince2, MSP). His teaching experience has been gathered by providing trainings for business and administrative entities, as well as by delivering lectures in academic programs led by the University of Wales and the University of Wisconsin. I am the author of the methodological manual on Strategic planning of local economic development and publications on management and modern communication technologies. kontakt@tomaszdomanski.eu

19 mini MBA 19 Rules of cooperation The offered trainings can be purchased by a company as a closed trainings for established number of its employees. Due to the effectiveness of the workshops, the size of the training group should not exceed 15 participants. This reservation is not valid if the training is limited the only to lectures. The individual training modules can also be purchased as part of an internal educational programs aimed on building competence of the medium and upper level managers. They can also be presented in the form of coaching sessions or as part of a closed strategic sessions. Funding conditions of the trainings are subject of negotiations in each individual case. Depending on preferences and expectations of the participants, the logistics of the training can be arranged be us or by the company. Implementation of training at your premises significantly reduces the overall costs of training. The offered cooperation guarantees: identification of the needs of the participants; customization of the training content; adjustments of the training content of the specific industry; rich multimedial illustrative materials; content-rich information and carefully prepared training conent; rich experience and perfect preparation of the Trainer; professional training techniques and methods of workshops; free consultations on the matters related to training issues; conducting training sessions for participants in a convenient place and time; knowledgeable and friendly service at every stage; diploma of the participation in the training. Due to the numerous organizational options of the offered trainings and cooperation opportunities, please feel free to contact us directly. We remain at your disposal! Tomasz Domański Business Consulting

20 20 Traning of managerial competences REFERENCES Agro Man Sp. z o.o. Akademia Medyczna im. Piastów Śląskich Allianz Group Andrzej Banasiak s.c. Andrzej Spychała s.c. Brasco S.A. Brussels Airlines oddział w Polsce Centrala Zaopatrzenia Hutnictwa S.A. DCHR S S.A. De Heus Polska Sp. z o.o. Elektromontaż Poznań S.A. Energa S.A. Enion S.A. ESBANK Bank Spółdzielczy S.A. Fabryka Narzędzi S.A. Fabryka Zapałek "Czechowice" S.A. GECOS Consultig Sp. z o.o. Grupa LOTOS S.A. IFC Capital Polska Sp.z o.o. Ikaria Sp. z o.o. Sp. k. Impress Decor Polska Sp. z o.o. Katowickie Wodociągi S.A. Korporacja Radex S.A. K. Kucharczyk Techniki Elektroforetyczne Sp. z o.o. Ministerstwo Zdrowia Partner Serwis Sp. z o.o. PGKiM Sp. z o.o. Południowy Koncern Energetyczny S.A. Poszukiwania Nafty i Gazu Krakow Sp.z o.o. Pośrednictwo Wąsowski Krzysztof s.c. Presspublica Sp. z o.o. Przedsiębiorstwo Napraw Infrastruktury Sp. z o.o. PSE Operator S.A. RPWiK w Katowicach Sp. z o.o. Schoeller Arca Systems Sp. z o.o. SELLEO Sp. z o.o. Stalprodukt Serwis Sp.z o.o. Supra Brokers Sp z o.o. Tauron Polska Energia S.A. Urząd Marszalkowski Województwa Pomorskiego WHSZ w Słupsku Wyższa Szkoła Handlu i Prawa im. Łazarskiego Zakłady Sprzętu Motoryzacyjnego POLMO SA Zespół Zarządców Nieruchomości Sp.zo.o. Let's cooperate! kontakt@tomaszdomanski.eu

21 21 mini MBA Tomasz Domański Business Consulting