2 DAY TRAINING THE BASICS OF PROJECT MANAGEMENT

2 DAY TRAINING THE BASICS OF PROJECT MANAGEMENT

BASICS f Prject management 1.1. Objectives All participants will learn abut prject-based wrking by getting hands-n experience f a number f techniques. The training is aimed at making participants capable f defining a clear prject gal, preparing the prject, designing a clear plan, assessing risks, identifying stakehlders and planning hw t wrk with them, ensuring the prject is crrectly mnitred and making adjustments where necessary and finally evaluating a prject and analysing the lessns learned fr the fllwing prject. During the tw days f training, several aspects f prject managers leadership skills will be trained. There are n specific mdules dedicated t these tpics since leadership ccurs in all stages f a prject (Getting resurces; Invlving team members in planning; Cmmunicating clearly n bjectives, milestnes, scpe and tasks; making sure that tasks are executed prperly thrugh gd delegatin; Rewarding team members). 1.2. Technical aspects (2 days) 1.2.1. Intrductin - What is a prject? And what is prject management? - Definitin f a prject - Success and fail factrs f a prject - The rle f the Prject manager - The 4 phases f every prject 1.2.2. Phase 1: the start-up phase the fundatin fr a successful prject Which actrs play a rle in prject wrk? What is the specific rle and task f a custmer? And f a prject manager? And f the prject team? What des the custmer want? What is the reasn that a prject is started? - 1 -

EXERCISE: ROOT CAUSE ANALYSIS Using a practical situatin participants carry ut a rt cause analysis t identify varius ptins and t prpse pssible prjects. Frmulate clear bjectives: hw is a prject gal defined. Clarificatin f the prblem. The SMART prject gal. EXERCISE: FORMULATING OBJECTIVES By means f a practical case study, participants are given the task f frmulating the bjective. The techniques fr frmulating a clear bjective are applied and the participants gain a clear insight int what shuld and shuld nt be included in an bjective. The Prject Charter 1.2.3. Phase 2: The planning phase wh des what when. Backgrunds when creating a prject plan in terms f the gal, need, apprach, cmpleting a prject plan. Characteristics f gd milestnes The POST-IT prcess as a methd fr develping a milestne plan EXERCISE: SETTING MILESTONE PLANS IN A TEAM FOR A FICTITIOUS CASE STUDY The participants are given anther case study t which they apply the POST-IT prcess t cme up with a milestne plan. The grup then evaluates this milestne plan t see whether it meets the characteristics f gd milestnes. Defining the scpe The Wrk Breakdwn structure EXERCISE: OWN PROJECT: DRAWING UP OBJECTIVES AND MILESTONE PLANS AND EVALUATING THE WORK OF OTHERS This exercise is generally given as hmewrk t start the fllwing training day with an evaluatin f everyne s wrk. The participants nw wrk with their wn prject and in ding s apply what they have learned s far. Mapping respnsibilities and netwrk analysis Building a Gantt chart Preparing a cst estimate Determining the critical path + estimating the duratin EXERCISE: INTEGRATED PLANNING EXERCISE A simple prject case study teaches participants hw unstructured items f - 2 -

infrmatin can be used t prepare a detailed prject plan with ptimised planning and budgeting f the plan. Risk management: slving prblems practively. Identifying risks and preparing pssible actins. Hw des the planning phase end? Hw brief r extensive shuld a prject plan be? Hw d yu frmalise the prject plan? 1.2.4. Phase 3: Starting the implementatin, the kick-ff meeting (wh takes part, what is the purpse and hw d yu make it a success) Frm kick-ff t acceptance REPETITION EXERCISE: FILM ABOUT PROJECT MANAGEMENT: THE WORLD RECORD A shrt film abut an attempt t break a wrld recrd summarises the training sessin: participants nte what they have gained frm the training. The prject rganisatin: rles & respnsibilities EXERCISE: GROUP DISCUSSION In a grup discussin, we map the different respnsibilities: wh des what in the prject rganisatin. And what t expect frm each ther. Start-up meeting f a prject team: hw d yu apprach it Rlling wave planning and effective t-d lists: define tasks and mnitr implementatin in a mtivated manner tgether with the team Hlding effective team meetings EXERCISE: NEGATIVE BRAINSTORMING & ROLE-PLAY In a negative brainstrming sessin participants lk at what a meeting can disturb r what irritates participants. We use rle-play t lk fr pssible slutins. Reprting: what shuld be included in a reprt? Ht-buttn issues and the task f the prject manager Keeping the devil s triangle in balance Mnitring, adjustment and cntrl Help: t much wrk Delegate & cntrl Help: t much wrk Cmbining a prject and peratinal tasks. Knw the stakehlders: stakehlder management. What are their expectatins and hw can we deal with them? - 3 -

1.2.5. Phase 4: The clsing phase the imprtance and value f this phase Why clse? Hw t clse? EXERCISE: CREATIVE CLOSING Creativity is imprtant thrughut the entire prject prcess. Even at the clse. Participants are given a brainstrming task: hw can the prject managers ensure that the end f their prject can represent a gd start fr a new prject? Hw t evaluate the prject and the team? EXERCISE: SELF-EVALUATION The participants evaluate facts they have brught frm their wn experience. Drawing up an individual actin plan - 4 -