|
Project Management Plus
(2-day course on the Human Side of Project Management)
|
|
| Introduction
Research over a 10-year period found that technical factors were listed rarely out of hundreds of reasons. All other times the, people and behavioral factors were the principal cause of failure.
This intensive training on ‘Managing Projects Well’ is based on the expert’s research and the research conducted by both The Project Management Institute (PMI) and The Quality Assurance Institute (QAI), two leading, professional associations of project managers and software quality masters. |
| Workshop Overview: |
This intensive workshop on PM Plus teaches you “what you need to know” to either lead or be members of a project team.
Well known around the world for its pragmatic, interactive approach, this intensive seminar experience is a favorite of project managers and team members alike, as well as for those just starting their journey.
It is possible to become PMP certified and still not have the real-world experience needed to navigate today's projects. However, many of the principles, teachings, and experiences required to become a PMP are intrinsic to this seminar.
Based on the famous book and taught by the author, Steve Bender, this powerful hands-on seminar teaches you how to effectively run projects and to staff them as a team member.
90% of a PM's job is communication- Project Management Institute (PMI)*, which is almost 90% of this seminar.
Since this seminar is based on the real world of projects, real reasons for project success and failure are discussed, with practical solutions. You are taught specific powerful Neuro Linguistic Programming (NLP) techniques to rapidly change your own methods and behaviors in the way you choose. |
| Workshop Contents: |
- Definition of Projects-What is and what is not a project
- Creativity Techniques and Requirements Gathering
Role of creativity in technical areas. Detect, Test and Remove ambiguities in project requirements, How to elicit requirements correctly
- Team Building
- Roles of Team Members and Project Managers
- Conflict Management and Dealing with Criticism
Methods and self-assessment, Being immune to criticism- there is no failure, only feedback
- Stress Management
Changing micro-management, Alternative quick anti-stress method, Drill and practice, Initiatives taken by team to get the job done
- Project Quality
Technical TQM overview- Why projects fail, Why is quality squeezed, Cost of (poor) quality, Analysis of Quality
- Technical and Behavioral Project Pressures
Limited role of tools, Technical overview, Steps we skip and What makes the difference
- Technical Project Management Review
Critical path diagraming- The best people are on the critical path & the trainees are off the critical path
- Work Planning
Personal strengths and needs, Time wasters, Changing bad habits right away, How to restructure your day and Double the productivity
- Effective Staffing, Working and Motivation
- Communication Quality
Biggest offenders and Antidotes
- Presentation and Team Effectiveness
The power of metaphors, Team dynamics, Dysfunctions and remedies, Importance of problem definition and Voicing assumptions
- Change Management
Key allies, Critical mass of support, Dealing with reactions and Making improvement
|
| Workshop Take Aways: |
- Detailed surveying and interviewing of participants for course tailoring
- A copy of the author's book, “Managing Projects Well” ($42), available for sale
- Stress Prevention Technique audio CD (worth $30), Free for the partcipants
- Global web log website access for information sharing among past participants
|
| Who Should Attend: |
This is an advanced course recommended for
- Project Managers and Team Members with 5 - 6 years of experience
- Process Group Members
- Trainers
- Professionals willing to try unique and unsual methods to change things now with lasting results (This course teaches advanced NLP techniques.)
- Professionals who want to make the difference using the 5 essential “key ingredients” of project success
- Sr. Management
- Vice Presidents
- General Managers
- SBU heads
|
|
|
|
|
