An Introduction to Project Management
A one day course designed for those new to project management or currently supporting projects. By the end of this workshop delegates will be able to confidently and competently manage a small project or contribute towards a larger initiative.
- Describe the purpose for and benefits of a project management approach.
- Describe the difference between a project and a business as usual activity.
- Define the project organisation, key roles and responsibilities and the function of the project manager.
- Understand the reasons for project failure and the project management controls necessary to achieve success.
- Describe the project management lifecycle and main process groups.
- Complete a Terms of Reference for a project or work package.
- Define the work breakdown and schedule for a product or deliverable.
- Describe approaches to execute, monitor and control a project.
- Effectively close a project and conduct lessons learned.
Project Management Essentials
A two day workshop designed for those currently involved in projects who require a toolkit to organise and deliver projects. By the end of this workshop, delegates will be able to apply a project management approach to manage a change initiative.
- Describe the purpose and objectives of the four stages of a project lifecycle (Initiate, Plan, Execute, and Close).
- Define the role of the project manager.
- Describe the core processes, inputs and outputs required at each stage of the project life cycle.
- Demonstrate practical skills, tools and techniques to effectively manage the project including,
- Problem / Opportunity Project Definition Workshop planning and facilitation.
- Mind mapping and decision making tools.
- Work Breakdown Structures and Activity Decomposition.
- Analogous and Parametric Estimation and describing the Basis of Estimates.
- Precedence (Network) and Swim Lane Diagramming.
- Risk Resolution.
- Stakeholder Mapping and Management.
- Managing, Monitoring and Controlling Progress and Expectations.
- Hand-over, Closure, Review and Lessons Learned.
A two-day workshop designed for project and change managers wishing to develop a toolkit of technical skills and techniques. Delegates will:
- Describe three ways of evaluating the viability and worth of a project proposal (payback, IRR and NPV).
- Produce a project management plan that describes how the processes and controls will be applied.
- Develop a work breakdown structure using hierarchical and mind mapping techniques.
- Decompose work packages and describe assumptions, constraints and dependencies.
- Use dependency diagramming methods to establish the schedule baseline, and the critical path.
- Use crashing, fast tracking and swim lanes to compress the schedule baseline.
- Demonstrate the use of estimating techniques for schedule and cost.
- Demonstrate earned value tools to create an S curve, establish progress and forecast completion.
- Describe a systematic approach to quality including the seven basic tools of quality.
- Describe cause and effect diagrams, Pareto charts and control charts in respect of project quality.
- Demonstrate qualitative and quantitative risk assessment and risk management.
- Describe a procedural approach to change management.
- Describe the skills and qualities of an effective project leader and their team.
- Demonstrate facilitation and presentation skills.
- Demonstrate problem solving and decision making skills.
- Demonstrate influencing and negotiating skills.
- Describe management actions relating to the change curve, situational leadership and the team development stages.
- Demonstrate coaching skills and an understanding of three motivational models.
- Describe actions for managing remote and virtual teams.
- Describe the performance cycle and the setting of smart behavioural and business objectives.
- Define actions to manage difficult situations.
Developing the project plan
The Project Plan is the document that describes how the project will be managed, controlled and delivered.
- Using practical examples and current best practice, delegates will produce a project plan that integrates controls and manages expectations regarding Cost, Risk, Schedule, Quality, Change, Communication, Procurement and People Management.
At the end of this course, delegates will be confident to apply project controls through a project plan or a detailed PID.
Developing the schedule baseline
The Project schedule baseline is the timeline against which progress is measured. Delegates will:
- Describe a schedule development process.
- Demonstrate technical approaches to estimation and develop a range of estimates.
- Describe a basis of estimate
- Use network and swim lane diagrams to model and explore 'what-if' scenarios.
- Apply environmental constraints and develop a workable schedule.
- Baseline the schedule and produce a bar chart.
At the end of this course, delegates will be confident to develop a predictable and reliable schedule baseline.
Developing the cost baseline
The Project cost baseline is the cost-plan against which expenditure is measured. Delegates will:
- Describe a cost-plan development process.
- Demonstrate technical approaches to estimation and develop a range of estimates.
- Describe a basis of estimate.
- Explore vendor Bid Analysis.
- Understand and integrate variable such as labour rates, efficiency and base cost fluctuations.
- Baseline the cost plan against the schedule baseline.
At the end of this course, delegates will be confident to develop a predictable and reliable cost baseline.
Earned value management
EVM is a technique and a set of tools that enable the project team to understand progress of value generation against the baselines of cost and schedule. Delegates will:
- Describe EV process.
- Describe the EV tools, acronyms and equations.
- Demonstrate the development of a planned value 'S' curve.
- Establish cost and schedule variance from project information.
- Project estimate and budget at completion using schedule and cost performance indexes.
- Describe the pro's and con's of earned value predictions.
At the end of this course, delegates will be confident to make EV calculations and to judge actions based on EV information.
Project methodology and controls
Exploring either Prince2, APMBoK or the PMBoK to understand the dynamics and benefits of project controls. Delegates will:
- Describe a scalable approach to the application of project methodology and controls.
- Describe the stages, entry and exit criteria and quality requirements of a project lifecycle.
- Describe the project management processes that comprise the methodology.
- Describe milestones, check-points and inspection as project control tools.
At the end of this course, delegates will be confident to consistently apply methodology and controls to a project, a project environment or a project team.
Risk and issue management
Risk and issue management is a process and a skill set absolutely fundamental to project management. Delegates will:
- Describe a risk based approach to project initiation.
- Describe the risk and issue management process.
- Identify risk triggers with mind maps, risk workshops, and cause-effect diagrams.
- Describe qualitative and quantitative approaches to risk assessment.
- Describe proximity as a third lever for evaluating risk factors.
- Demonstrate the modelling and selection of risk responses and risk resolution.
At the end of this course, delegates will be confident to approach and execute effective risk management and resolution.
Change management is a process and a skill set absolutely fundamental to project management. Delegates will:
- Describe the change management process.
- Demonstrate the development of change controls and documentation (change request & change log)
- Describe qualitative and quantitative approaches to change assessment.
- Demonstrate the use of what-if scenario tools such as decision tree analysis.
- Describe the integration of changes in to the project baseline.
At the end of this course, delegates will be confident to approach and execute effective change management and resolution.
Inspiring a following is essential to project leaders who rely on the performance of team members and stakeholders over whom, often, they have no direct authority. Delegates will:
- Describe the difference between management and leadership.
- Describing the skills, qualities and characteristics of an inspirational leader.
- Develop a vision and a strong strategic focus.
- Leading by example.
- Developing and delivering effective communication.
At the end of this course, delegates will be confident and competent to recognise and role model the behaviours that inspire a following.
Managing project third parties
Managing Project Third Parties will enable delegates to understand the distinctive and unique project management issues that need to be addressed, and provides recommended approaches to be adopted in order to handle them effectively. Delegates will:
- Understanding the specific third party issues.
- Identifying specific third party risks and responses.
- Selecting third party suppliers - tools and approaches.
- Relationship management.
- Influencing, negotiating and escalation.
- Contract closure.
At the end of this course, delegates will be confident and competent to apply procurement and third party management processes; establish and maintain effective control over delivery through relationship management and contractual obligation.
Influencing and persuading
The ability to influence and persuade others is a key skill in the project leaders' tool kit. Delegates will:
- Understanding influencing, persuasion and manipulation
- Defining stakeholders, their interests and drivers
- Defining influencing styles (Attraction, Assertiveness, Bridging, Logical)
- Flexing influencing styles to match and address another's style
- Strategic (Planned) and tactical (in the moment) responses to influencing and persuading
- How to get others to want to do something, using Cialdini's principles of reciprocation, commitment, and consistency, social proof, authority, liking and scarcity
At the end of this course, delegates will be confident and competent to exercise influencing and persuasion in the project team.
For the project leader, coaching is a powerful tool with which to describe and develop high performance. Delegates will:
- Describe strength based coaching and the GROW model.
- Describe an objective and an outcome for a coaching intervention.
- Demonstrate practical preparation actions to set the scene.
- Demonstrate the use of effective questioning and active listening during a coaching intervention.
- Demonstrate the contracting of practical actions and outcomes form a coaching intervention.
- Describe and demonstrate the 90 second coach technique.
At the end of this course, delegates will be confident to use coaching to develop individual performance.
For the project leader, the ability to motivate individuals to levels of high performance is essential. Delegates will:
- Describe fundamental approaches to motivation including Maslow's hierarch of needs, equity theory and hygiene factors.
- Demonstrate a range of ways in which to motivate individuals including reward, recognition, ownership, delegation, belonging and organisational culture.
- Demonstrate a process to identify and manage individual motivational preferences.
- Demonstrate practical motivational actions in a one to one environment.
At the end of this course, delegates will be confident to use a variety of motivational levers to influence performance through motivation.
Delivering and receiving effective feedback is a key lever to defining and building high performance. Delegates will:
- Describe the benefits of feedback.
- Describe when and how to deliver feedback.
- Describe and demonstrate effective feedback (Specific Clear Optimistic Pointers Emotional)
- Demonstrate a seven step approach to feedback.
- Describe the differences between corrective and developmental feedback.
At the end of this course, delegates will be confident to deliver effective feedback as a way of tuning performance.
Situational and action centred leadership
The ability to recognise the leadership needs of individuals and teams and to flex your style to meet them is central to effective project management. Delegates will:
- Describe the action centred leadership model.
- Describe the situational leadership model.
- Describe the varying needs and wants of project individuals at varying points in the life cycle.
- Demonstrate a tactical approach to flexing leadership styles.
- Identify where individuals are and what their leadership needs are.
At the end of this course, delegates will be enabled with powerful tools and techniques to flex their leadership style and enhance performance.
Articulating and projecting the vision and important messages is a valuable tool in the project managers tool box. Delegates will:
- Describe effective presentation skills, behaviours and characteristics.
- Demonstrate the use of a simple presentation model (Opening Bang, Transitions, Agenda, Sign-posting, Summary, Close).
- Prepare and deliver an effective presentation.
- Personal effectiveness.
At the end of this course, delegates will be confident and competent to project and present effective messages.
Time and priority management
A best seller! The effective management of time and priorities separates those that are truly effective from those that simply work hard. Delegates will:
- Describe the basic challenges of time and priority management.
- Describe typical time stealers and strategies to overcome them.
- Demonstrate the use of a daily planner.
- Describe and demonstrate the broken record technique of saying 'no'.
- Describe powerful techniques and tips to deliver time efficiencies of 20%.
At the end of this course, delegates will be competent time and priority managers.