Training. Project Management & Process Management

Transcription

1 Training Project Management & Process Management PROJECT MANAGEMENT ORGANIZATIONAL DEVELOPMENT

2 Content The career profile of a "project manager" is established and recognized in most modern organizations. The knowledge level of project management in organizations has risen through academic and corporate education programs. The demands on project management trainings are on the rise. Innovative and practical concepts and content, as well as extensive practical experience of trainers are part of the customers quality criteria for corporate seminars. The project manager as a "leader" is becoming a greater focus of human resource development programs. The trend to external certification (through IPMA, PMI) is on the rise. The following seminar program reflects upon these developments. It contains basic seminars for Junior Project Managers, methodical seminars for Project Managers as well as advanced seminars for Senior Project Managers and Project Management Executives. We have many years of experience in the customizing of internal training programs. Please do not hesitate to contact us, we are glad to personally discuss and customize your seminars! Let s project together! Your Primas Team Trainings for Specific Target Groups (Overview) 3 Seminars 4 Junior Project Manager 5 JPM1: Project Management Fundamentals 1 5 JPM2: Project Management Fundamentals 2 5 JPM3: Managerial Tasks in Projects 6 JPM4: MS-Project 6 Project Manager 7 PM1: Project Management for Experienced Project Managers 7 PM2: Systematic and Efficient Project Controlling 7 PM3: Project Risk Management 7 PM4: Claim Management in Projects 7 PM5: Customer Relationship Management in Projects 8 PM6: Project Manager Assessment 8 PM7: Communication & Conflicts in Projects 8 PM8: Leading Project Organizations 8 PM9: Negotiation Skills for Project Managers 9 PM10: Presentation and Meeting Management for the Project Manager 9 PM11: Work-Life-Balance 9 PM12: Project Simulation 9 Senior Project Manager, Project Portfolio-Manager, Program-Manager 10 SPM1: Management of large-scale Projects, Programs, Project Portfolios 10 SPM2: Managing Intercultural Dislocated Teams 10 SPM3: Coaching- & Consulting Competence for Project Managers 10 Projektmanagement Executive 11 PE1: Creating and Managing Project Management Offices 11 PE2: Developing and Designing Processes 11 PE3: Managing Processes Successfully 11 In-depth Project Specifics 12 Mag. Dipl.-Ing. Karl Koch Dr. Günter Rattay Mag. Anton Lorenz Management Board Primas CONSULTING 2

3 Trainings for Specific Target Groups (Overview) TARGET GROUPS Junior Project Manager Persons, who work in projects Persons, who will manage projects in the future Persons, who manage sub-projects or less complex projects Persons, who want to build up or extend their methodical project management competence Requirements 0 3 years experience with project work or the management of smaller projects Project Manager Persons, who want to expand their existing project management know-how Persons, who want to improve or increase their leadership and social competence Requirements Several years (3-5 years) experience as project manager and with the management of medium to highly complex projects Knowledge and use of current project management methods Successful execution of projects in the past Senior Project Manager Persons, who manage and control major projects, programs or project portfolios Persons, who are interested in special topics concerning major projects / programs Requirements 5 10 years experience as project manager Several years experience in managing and controlling major (international) projects, programs and project portfolios Project Management Executive Persons, who manage and control major projects, programs and project portfolios Persons, who are in charge of project management in their organization Persons, who manage Project Management Offices; Project Portfolio Managers Persons, who are interested in process design and optimization (e.g.: organizational development managers) Requirements Long-term experience in managing and controlling major (international) projects, programs and project portfolios 3

4 SEMINARS The seminars of the mentioned target groups can be combined individually depending on your personal requirements and needs. We would be glad to help you customize your personal training program! Junior Project Manager Project Manager Senior Project Manager Project Management Executive Project Management Fundamentals 1 Project Management Fundamentals 2 Managerial Tasks in Projects MS-Project Project Management for Experienced Project Managers Systematic and Efficient Project Controlling Project Risk Management Claim Management in Projects Management of large-scale Projects, Programs, Project Portfolios Managing Intercultural Dislocated Teams Coaching & Consulting Competence for Project Managers Creating and Managing Project Management Offices Developing and Designing Processes Managing Processes Successfully Customer Relationship Management in Projects Project Manager Assessment Communication & Conflicts in Projects Leading Project Organizations Negotiation Skills for Project Managers Presentation and Meeting Management for the Project Manager Work-Life-Balance Project Simulation We also offer pre-defined education programs. Please have a look at our website for further information: 4

5 Junior Project Manager The success of projects depends on the selection and application of diverse management methods. Professional project management means knowing when it is appropriate to use which instruments. The underlying goal is to guarantee efficient project execution, scope conformity and a minimal amount of administrative effort while maintaining a maximum project transparency and control. Although managerial processes and structure are important, it is also essential that project managers facilitate functional teams, effective communication, team work and proper stakeholder management. Only a combination of these factors will guarantee lasting project success. In terms of this integrated project management approach you will learn to link methodological and social competence for the work in project teams in the seminars Project Management 1 and 2. Furthermore you will receive ideas and tips for managing each project phase, from the start to the close-down. Preparation Prior to each seminar participants will be interviewed as to their expectations and experiences. The results are integrated in the seminar design this guarantees a maximum adaptation to your specific needs. JPM1 Project Management Fundamentals 1 Starting, planning and team formation as basis for successful projects To learn the international "benchmark" in project management Direct practical application of lessons learned to real life projects in your professional environment Tips and tricks for specific industries and project types Project management methods overview Overview of developments and trends in project management Tasks of the project manager in the start-up phase Cooperation with the line organization Selection, composition of the project team Formulation of goals, development of the project definition and the stakeholder analysis Preparation of project kick-off and/or start workshop Project-specific adapted application of the project planning methods Task, time, cost and resource planning Recognizing and considering substantial project risks Overview of the IT tools for the efficient project planning and control Structure of a functioning and efficient project organization JPM2 Project Management Fundamentals 2 Efficient controlling and close-down of projects, goal-oriented leadership of teams To learn the international benchmark in project management Direct practical application of lessons learned to real life projects in your professional environment Tips and tricks for specific industries and project types Basics of project controlling Controlling of performance, schedule, resources and costs Recognizing and controllling changes Integrated project controlling Reporting Flow of information and communication, the project manager as communicator Preparation, moderation of workshops and project team meetings, practical tips Leadership tasks during the project execution Team work in the project: to deal with contradictions and emotions Adaptation of the project organization to changes Systematic project close-down and integrated assessment of success 5

6 JPM3 Managerial Tasks in Projects Goal-oriented management of project costs and budgets The increasingly competitive calculations, tight budgets and new complex types of financing call for managerial know-how of project managers in order to execute projects successfully. Project Manager Recognize the importance of managerial methods for a successful project Carry out a project calculation in practice Professional finance, cost planning and -controlling Active controlling of the project on the basis of financial ratios Managerial (basic) principles, balance sheets Integrated project and corporate planning Investment calculation, calculation of profitability Project financing Project costing Project calculation Project controlling-methods, ratios and basic principles Teamwork between project manager and commercial project manager Project ratios JPM4 MS-Project Efficient use of project management methodology in MS Project MS Project is the leading project management software and an adequate tool for the professional planning and controlling of projects. The large number of functions and features requires a specific adaptation for the efficient implementation of project management methods.the seminar is held by experienced project management experts and enables the participants to get a quick and simple guideline for working with the tool. To learn a simple process model for the use of MS project To implement practical methods of project management by means of MS Project To know the features of the software in relation to one s own projects Practical tips and tricks Task planning and scheduling Graphical design of schedules Simple procedure for the planning of resources and costs Introduction time controlling 6

7 Project Management for PM1 Experienced Project Managers Increase your methodological, organizational and social competence Although the basic methods of project management are known to you, you are still confronted with conflicts and problems. The project manager has to deal with diverse conflicts within the team, in the organization or with customers. To learn additional project management methods, which guarantee a successful project execution Recognition of typical conflict areas in projects and their professional methodical handling Personal fitness check on methodical knowledge (electronic test) Active management of contradictions: early recognition and handling of conflicts Project definition, specification, project start Advanced project planning and controlling Assignment and controlling of resources Impact of organizational structure and culture on the project success Flow of information, allocation of competencies and responsibilities between project and line organization Formal and informal power in project organizations Decision-making, escalation in projects Change management PM3 Project Risk Management Often potential risks are ignored during the project initiation phase. The consequences are deviations to the project objectives and in the worst case project crises or the termination of the project. By means of a modern, pro-active risk management it is possible to mitigate project risk during the project start-up phase and through project controlling. Being able to use project-related methods of risk and crisis management Identification and methodical handling of complex situations in projects Dissolving of difficult situations in projects successfully Methodical identification of chances and risks Development of evaluation/assessment principles for risks Establishment and controlling of risk management systems Risk management during the particular project phases Establishment of an early-warning system in order to avoid project crises The way out of the crisis, practical models for the successful management of crises Systematic and Efficient PM2 Project Controlling Modern controlling methods for a professional project controlling PM4 Claim Management in Projects Successful enforcement of interests through strategic claim positioning For most project managers the adherence to objectives and plans is a special challenge. The challenge is to balance the necessity for structure and up-to-date information with the expenses for documentation and maintenance (bureaucracy). To learn advanced methods of project controlling, which help controlling the project with minimal efforts Knowledge of typical areas of conflicts and resistance in project controlling and their professional methodical handling Strategic and operative project controlling Tasks of project controlling Recognition and management of variances regarding performance, time, resources and costs Progress reports and ratios Earned Value Analysis Business forecast in projects Finance controlling Integrated project controlling Project Score Card Preparation and execution of controlling meetings in the project Progress / status reports for the project owner In projects, where different organizations are involved as client and contractor, claims and demands may occur during the course of the project which, have not, or only inadequately, been stipulated. The enforcement of personal claims and the defense of foreign claims are of immense importance for the success of projects. Optimal contracts, professional procedures for claim precaution, identification and prosecution and an elaborate communication and negotiation strategy increase the probability of success significantly. Participants should learn to know and to be able to use the most important legal terms and tools Participants learn to know adequate forms of communication for successful handling of claims Fundamentals of the contract creation Collaboration with third parties (consortium, syndicates, subcontractors, etc.) Detecting claims, placing and rejecting them in every single project phases Project documentation, reporting, meetings as an aid for claims Active dialogue as success factor for the identification of peaceful solutions Tips and experiences with negotiations to achieve agreements Enforce or reject claims in legally sensitive situations without destroying the relationship with the customer Negotiation strategies 7

8 Customer Relationship Management PM5 in Projects Customer Relation as criterea for project success PM7 Communication & Conflicts in Projects The impact of constructive communication on project success Successful project managers dedicate their attention not only to project scope and team, but above all to their relationship with the customer. The objective is to understand, to recognize and to consider the specific needs and desires of the client so as to determine the criteria for future successes and customer satifaction. Entrepreneurial approach to projects Successful managing of the customer relationship Master typical and sensitive customer situations in the different project phases successfully Implementing exceptional customer and service orientation Get to know instruments for optimizing customer orientation Execute successful sales talks in projects with confidence Identifying various customer interests and roles Customer service cycle ("moments of truth") Pre Sales phase: creating trust, benefit-oriented presentations, winning tenders. Project start-up phase: Building of a functioning customer relationship, agreement of the game rules Project steering: Dealing with changes in scope, in the organization, in the project environment Project close-down phase: evaluation, developing the customer as a reference, using cross-selling opportunities Post project phase: how to stay in touch Surveys show that project managers and team members are quite often confronted with difficult communication situations and conflicts. Nowadays it is a MUST for project managers, to provide professional project information systems and to identify and solve conflicts in projects. Reflect on personal communication and conflict behavior in project work. Concrete methods for the finding of solutions and tips on how to solve current problems of the participants Strategies to avoid typical conflict areas in projects Fundamentals of successful communication in projects Methods and tips for building a project information system The meaning of conflicts in projects Origin of conflicts, specific types of conflicts in projects Tips on early recognition of conflicts Getting to know different solution patterns Conflict Resolution Procedures for the treatment of conflicts Conflict presentation / conflict conversation Dialog as an instrument to minimize conflicts PM6 Project Manager Assessment Identifying personal development potentials To become an effective project manager, it is essential to evaluate one s own competencies. An independent and professional appraisal on basis of international project management benchmarks helps to identify steps to personal development. Reflect upon personal effectiveness in project work Recognizing and developing personal motivation factors Project management skills analysis Project manager assessment: Through case studies and project simulations Reflection and feedback in the group as well as by a professional PM coach Individual discussion on personal development issues and challenges. PM8 Leading Project Organizations The Project Manager as a Manager and Leader The management situation in projects imposes certain challenges on project managers. It requires other management approaches than in the line organization. Reflecting on one s own authentic leadership style and understanding the challenges are vital requirements to become an effective project manager. Dealing with these requirements contributes to the self-confidence and the leadership competence of a project manager. Recognize specific management challenges in projects as well as intervention possibilities Differentiate between different leadership styles in projects Reflect own leadership style in projects, learn to know ways for how to improve it Dealing with different requirements as a project manager and leader Management tasks in the various project phases Influence factors on project-oriented management and leading Management in the project start-up phase Management interventions with choice of team, team composition, team development creating commitment goal definition, delegation Managing the project controlling process, coordination phase Dealing with different personality types, calling in results under pressure / resource shortage, decision making, escalation, recognition and constructive criticism Management in the project close-down phase Motivating the project team in difficult situations Leadership interventions in projects with dislocated, virtual teams 8

9 PM9 Negotiation Skills for Project Managers Negotiation competence as a success factor PM11 Work-Life-Balance Long term personal success as a project manager Negotiations (with executives, customers, suppliers, etc.) and the project presentation to different committees are some of the most essential tasks of the project manager. They have major impact on the quality of results and the relationship with the project stakeholders. The objective is to define realistic scope, time and cost constraints, and make negotiation skills part of your PM repertoire. How to use appropriate presentations to facilitate the realization of the best ideas Principles and levels of negotiations Requirements of typical negotiation situations in projects (agreements on goals, resources, claims, partners, etc.) Professional preparation and execution of negotiations Structuring one s own negotiation strategies and tactics Dealing with (verbal) attacks Role games with video analysis and feedback! Time pressure, conflict of interests, stress as well as a heavy work load belong to the everyday working life of a project manager. To find the balance between work, body and private life, poses a challenge especially for long-term project managers. Define a comprehensive work-life-balance Reflect own pattern of behavior, personal work-life-balance analysis Define possibilities for improvement, work on further development of work-life-balance Learning easy exercises which promote the balance between bodies, mind, soul and between work and spare time Analysis of the personal Work-Life-Balance Recognize cognitive and behavioral patterns Establish personal WLB visions and define action plan Easy balance exercises to support a work-life-balance Creative working techniques to shift paradigms For further information on this topic we can recommend the book "Leben in Projekten" (Lang / Rattay, Lindeverlag, 2004)! Presentation and Meeting Management PM10 for the Project Manager The Project Manager as a Presenter The presentation in meetings and workshops belongs to the responsibilities of a project manager. Their efficiency contributes substantially to the achieving of project objectives and to the creation of acceptance and motivation of the project team. Self-Confidence and selection of the appropriate presentation method distinguishes the experienced project manager. Learn to apply basic presentation techniques for projects Develop ones own presentation style and how to improve it Requirements for the presentation for project initiation, idea finding, problem solving and decision making Dealing with adverse situations Performance gaps in projects Falling out of team members Insufficient performance Conflict of interest, struggles for power Dominance of single team members Learning to use different types of meetings in the preparation as a key to success Creative problem solution, dissolving of dead-end situations Ways to find the appropriate decision Visualization and use of various media Role conflicts project manager versus moderator Video analysis, meetings simulations, constructive feedback! PM12 Project Simulation The project simulation offers the possibility to experience all project phases in form of a business case. The simulation includes structuring and preparation of complicated decision making processes, solutionoriented measures within the scope of project as well as how to deal with important project scenarios. The seminar does not only focus on project management hard-skills, but also on social skills, team-oriented and customer-oriented thinking. In this protected closed environment mistakes are seen as a learning opportunity. This promotes the development of the participants and encourages experimenting with new leadership and teamwork approaches. With structured feedback and group reflections the participants get input on how to implement the learned material into their everyday work environment. Testing the methodical abilities of the participants Testing the social abilities of the participants Testing the leadership competence of the participants RESULTS Application of project management-methods Structured feedback Phases-oriented action Improvement of the social system competence PROCEDURE The project simulation covers all project phases from project start-up to the project close-down. At the end of every phase a coach reflects on the achieved project work. Participants receive a personal and structured feedback as well as tips how to put the experiences into practice. 9

10 Senior Project Manager, Project Portfolio-Manager, Program-Manager SPM2 Managing Intercultural Dislocated Teams Challenges within the CEE region The trend towards the internationalization and higher cost pressure promote projects with dislocated international teams. The physical separation of teams complicates team communication and developments. It is much harder to develop trust and commitment within the team. Different cultures require the development of a specific project culture and rules on how to act. Learning to know specific elements in managing dislocated, intercultural teams Transfer of experiences into one s own projects Characteristics, limitations of dislocated teams, Consequences on each project phase Necessary organizational measures, rules of the game Intercultural differences and their meaning for the project s success Development of a specific project culture Flow of information, commitment and quality of work Decision-making Helpful tips and tricks Management of large-scale Projects, SPM1 Programs, Project Portfolios How to manage temporary organizations effectively When managing complex, long-term projects, the senior project manager carries a high level of responsibility. Large-scale projects, programs as well as project portfolios require integrating additional management aspects in order to ensure project's success. Review sample processes, like project assessment and approval, coordination and steering project portfolios, as well as getting to know the suitable support tools. Get to know possible IT solutions for efficient project portfolio management Common denominators & differences between international projects, large-scale projects, programs Defining the essential processes in the project start-up phase under pressure (go / no-go decisions, escalation, change management, integration of the customer, meeting, protocol structure, reporting structure, etc.) Creating effective project structure, interfaces, roles and competence Coordination and control of large-scale projects, programs Resource management and reporting Methods for selecting and prioritization of projects Organizing project portfolio management Potential software support Exchange of know-how and experiences Coaching- & Consulting Competence SPM3 for Project Managers Expanding one s own leadership competences and team development More and more project managers need help when conflicts and problems occur in their projects. This requires coaching and consulting know-how. Properly applied, coaching know-how offers a methodology to develop PM competences in others (Assistance to self-help). To develop understanding for different consulting approaches Understanding the main elements of coaching To practice various coaching methods in simulated scenarios Clarifying, how coaching can be used in your projects Differences between professional consulting, organizational consulting, system consulting and coaching Understanding the role of a coach, adapting to the situation Principles and methods for coaching in projects Coaching as a support of the leadership work or consulting in projects Elements of the coaching process Situation and problem analysis Development of idea and solution alternatives Dealing with opposition Defining concrete goals and measures Planning and control of implementation 10

11 Project Management Executive PE2 Developing and Designing Processes A modern approach to the realization of optimization potential Defined processes with clearly regulated interfaces and results are considered state of the art in organization development. Personal skills and constructive stakeholder management have an impact on project success. This also applies to processes in project management. Learn to know new tools in managing processes in projects Applying pragmatic, practical methods in ones own processes Identifying requirements for facilitating change processes (soft facts) Get to know process-related roles and their integration in the organization Differences between workflow, processes; consequences on the organizational structures and processes Process maps as means to the process identification and process boundaries Integration of the persons concerned, creation of the change processes Definition of target optimization Requirements for elevation and representation, tool support Development of realistic, concrete improvement potentials Implementation into target processes, introduction strategies Process-related roles and their implementation Securing the measurability and long-lasting of the change Creating and Managing PE1 Project Management Offices Project Management Offices as a means of furthering project management development Status quo in many enterprises: Projects are executed independently of one another, existing project management-standards are used only partially or are re-invented over and over again. Result: Synergies between projects are not used properly, vital PM know-how is lost. Get to know a universal concept for building a project management office (PMO) lessons learned from various PMO implementation projects Development levels in project management; assessing maturity level as a basis for further development Initiation of a Project Management Office Definition of PMO services, roles, processes and tasks Integration into the existing organization Identification of development potentials Practice-oriented concept to building up a knowledge structure and securing Career and incentive systems PE3 Managing Processes Successfully Process-related data for monitoring processes and creating cost transparency Many enterprises have to economize and realize efficiency potentials. Enterprises often concentrate on financial data to achieve this goal. The lack of process management approach often prevents the consequent and continual identification of optimization potentials. This in turn slows the constructive development of internal processes. To learn and use methods of process steering and process management Learn about process relevant data To learn to know the benefits and limitations of process cost accounting RESULTS Balanced Scorecard as strategic tools for the process control Development of sensible process data, Key Performance Indicators Identification of cost factors Create process steering and controlling systems Process cost accounting Delineation to traditional cost accounting Benefits and limitations 11

12 In-depth Project Specifics On demand we offer special training and coaching for certain project categories: Building / Plant Construction Research Projects Planning and Controlling of IT Projects Successful Projects in Public Health Care Primas CONSULTING Unternehmensberatung GmbH Office Vienna, Börseplatz 6/28, 1010 Wien Telefon: , Telefax: Office Innsbruck, Madleinweg 6a, 6065 Thaur Telefon: Office Graz, Heinrichstraße 13/4, 8010 Graz Telefon: , Telefax: primas@primas.at