For project professionals who have mastered key project tools in classes like Project Management Foundations who must now add people/team leadership skills to integrate automated hard tools with soft skills. This skill-and-tool set facilitates leading cross-functional teams of internal staff, contractors and vendors to control complex technology projects to hit sponsors’ functionality, schedule, quality and cost targets in a phased toll gate system often under Six Sigma. These projects occur in a specific culture and draw scarce resources from a shared pool.
In this exciting three-day “hands-on” advanced class, participants combine automated planning, scheduling and tracking tools with new people/leadership skills. While applying PCI’s proven 5-step planning model with automated tools, they integrate procurement, risk, quality and change management to complete more complex projects to customers’ quality expectations and to sponsors’ schedule and cost commitments in the organization’s unique culture. They also learn to incorporate the Project Management Institute (PMI)®‘s ten knowledge areas and five processes.
Features a computer simulation of a “real world” complex technology project with MULTIPLE activities, contractors, vendors, costs and crises. It even models the people working in a cross-functional project team of internal staff and external contractors. Some simulated people are effective, some not – some are close by while some are far away, thus creating a virtual team. Simulation compresses 6 months of project life cycle into 3 real time days.
Learning Model: Instead of boring lectures, long cases, CD-ROMs and dull e-learning, participants apply electronic tools on the simulated project and learn people/team leadership skills by actually leading two teams: (1) a live project team, and (2) the simulated people. They estimate, plan, schedule, resource, budget and risk-analyze the project while leading, coaching, and counseling the simulated team members with immediate feedback on results.
Key Learning Points:
Assess their organization’s project management climate and culture and compare your organization’s metrics with industry best practices
Integrate classic project management tools in automated form with people/team leadership skills and business acumen for better results
Improve project integration, scope management and time management; (A Guide to Project Management Body of Knowledge, PMBOK® Guide, Chapter 4, 5 and 6)
Identify attributes and actions of effective team leaders
Recruit and acquire staff; build a “bottom-line” cross-functional project team of internal staff, contractors and vendors; (PMBOK® Guide, Chapter 9)
Increase project team productivity
Improve project communications by written reports to stakeholders, senior management and customers database presentations; (PMBOK® Guide, Chapter 10)
Manage changes to project work content and to the people component;(PMBOK® Guide, Chapter 5)
Perform project quality planning, quality assurance and quality control in a Six Sigma environment; (PMBOK® Guide, Chapter 8)
Make better business decisions; trade off project schedule vs. cost vs. quality; (PMBOK®Guide, – Cost Management)
Perform risk analysis, contingency planning and response options – Life Cycle and Risk Management; (PMBOK® Guide, Chapter 11)
Manage procurement, equipment and materials; vendor and contractor management; (PMBOK® Guide, Chapter 12)
For people with 2+ years of experience who lead cross-functional project teams on complex projects or who will soon do so. For projects in Information Technology, Engineering, Operations and Research & Development.
Completion of the Bottom-Line Project Management Foundations course or equivalent experience.
PMI and PMBOK are registered marks of the Project Management Institute, Inc.