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Training

Project Management & Process

Management

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Content

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

The career profile of a "project manager" is established and recognized in most modern organizations. The knowledge level of project management in organiza-tions has risen through academic and cor-porate 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 custo-mers quality criteria for corporate semi-nars. 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 Manage-ment 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 custo-mize your seminars!

Let’s project together!

Your Primas Team

Mag. Dipl.-Ing. Karl Koch Dr. Günter Rattay Mag. Anton Lorenz Management Board

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Trainings for Specific Target Groups (Overview)

TA R G E T G R O U P S

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

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 con-trolling major (international) projects, programs and project portfolios

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 manage-ment methods

Successful execution of projects in the past

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 Offi-ces; Project Portfolio Managers

Persons, who are interested in process design and optimization (e.g.: organizational development managers)

Requirements

Long-term experience in managing and control-ling major (international) projects, programs and project portfolios

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Junior Project Manager

Project Management Fundamentals 1 Project Management Fundamentals 2 Managerial Tasks in Projects MS-Project

Project Manager

Project Management for Experien-ced Project Managers

Systematic and Efficient Project Controlling

Project Risk Management Claim Management in Projects Customer Relationship Management in Projects

Project Manager Assessment Communication & Conflicts in Projects

Leading Project Organizations Negotiation Skills for Project Ma-nagers

Presentation and Meeting Manage-ment for the Project Manager Work-Life-Balance Project Simulation

Senior Project Manager

Management of large-scale Projects, Programs, Project Portfolios Managing Intercultural Dislocated Teams

Coaching & Consulting Competence for Project Managers

Project Management Executive

Creating and Managing Project Management Offices

Developing and Designing Processes Managing Processes Successfully

S E M I N A R S

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!

We also offer pre-defined education programs.

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Project Management Fundamentals 2

Efficient controlling and close-down of projects,

goal-oriented leadership of teams

JPM2

G O A L S

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

C O N T E N T

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 mana-ger as communicator

Preparation, moderation of workshops and project team mee-tings, 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 The success of projects depends on the selection and

appli-cation of diverse management methods. Professional project management means knowing when it is appropriate to use which instruments. The underlying goal is to guarantee effi-cient 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 stake-holder 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 mana-ging 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.

Junior Project Manager

Project Management Fundamentals 1

Starting, planning and team formation as basis for

successful projects

JPM1

G O A L S

To learn the international "benchmark" in project manage-ment

Direct practical application of lessons learned to real life projects in your professional environment

Tips and tricks for specific industries and project types

C O N T E N T

Project management methods – overview

Overview of developments and trends in project manage-ment

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 defini-tion 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

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Project Manager

MS-Project

Efficient use of project management methodology

in MS Project

JPM4

MS Project is the leading project management software and an ade-quate 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.

G O A L S

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

C O N T E N T

Task planning and scheduling Graphical design of schedules

Simple procedure for the planning of resources and costs Introduction time controlling

Managerial Tasks in Projects

Goal-oriented management of project costs

and budgets

JPM3

The increasingly competitive calculations, tight budgets and new com-plex types of financing call for managerial know-how of project mana-gers in order to execute projects successfully.

G O A L S

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

C O N T E N T

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

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Systematic and Efficient

Project Controlling

Modern controlling methods for a professional

project controlling

PM2

For most project managers the adherence to objectives and plans is a special challenge. The challenge is to balance the necessity for struc-ture and up-to-date information with the expenses for documentation and maintenance (bureaucracy).

G O A L S

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

C O N T E N T

Strategic and operative project controlling Tasks of project controlling

Recognition and management of variances regarding per-formance, 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

Project Management for

Experienced Project Managers

Increase your methodological, organizational and

social competence

PM1

PM3

Project Risk Management

Although the basic methods of project management are known to you, you are still confronted with conflicts and problems. The project mana-ger has to deal with diverse conflicts within the team, in the organiza-tion or with customers.

G O A L S

To learn additional project management methods, which guarantee a successful project execution

Recognition of typical conflict areas in projects and their professional methodical handling

C O N T E N T

Personal fitness check on methodical knowledge (electro-nic 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 res-ponsibilities between project and line organization Formal and informal power in project organizations Decision-making, escalation in projects

Change 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.

G O A L S

Being able to use project-related methods of risk and crisis management

Identification and methodical handling of complex situati-ons in projects

Dissolving of difficult situations in projects successfully

C O N T E N T

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 success-ful management of crises

Claim Management in Projects

Successful enforcement of interests through

strategic claim positioning

PM4

In projects, where different organizations are involved as client and con-tractor, 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 proba-bility of success significantly.

G O A L S

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 communica-tion for successful handling of claims

C O N T E N T

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 agree-ments

Enforce or reject claims in legally sensitive situations with-out destroying the relationship with the customer Negotiation strategies

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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.

G O A L S

Reflect upon personal effectiveness in project work Recognizing and developing personal motivation factors

C O N T E N T

Project management skills analysis

Project manager assessment: Through case studies and project simulations

Reflection and feedback in the group as well as by a pro-fessional PM coach

Individual discussion on personal development issues and challenges.

Customer Relationship Management

in Projects

Customer Relation as criterea for

project success

PM5

Successful project managers dedicate their attention not only to pro-ject scope and team, but above all to their relationship with the custo-mer. 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.

G O A L S

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

C O N T E N T

Identifying various customer interests and roles Customer service cycle ("moments of truth")

Pre Sales phase: creating trust, benefit-oriented presenta-tions, 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 custo-mer 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. Nowa-days it is a MUST for project managers, to provide professional project information systems and to identify and solve conflicts in projects.

G O A L S

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

C O N T E N T

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

Communication & Conflicts in Projects

The impact of constructive communication on

project success

PM7

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 effec-tive project manager. Dealing with these requirements contributes to the self-confidence and the leadership competence of a project manager.

G O A L S

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

C O N T E N T

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, escala-tion, 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

Leading Project Organizations

The Project Manager as a Manager and Leader

PM8

PM6

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Presentation and Meeting Management

for the Project Manager

The Project Manager as a Presenter

PM10

The presentation in meetings and workshops belongs to the responsi-bilities 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.

G O A L S

Learn to apply basic presentation techniques for projects Develop ones own presentation style and how to improve it

C O N T E N T

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 prepara-tion 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!

Negotiation Skills for Project Managers

Negotiation competence as a success factor

PM9

Work-Life-Balance

Long term personal success as a project manager

PM11

Negotiations (with executives, customers, suppliers, etc.) and the pro-ject presentation to different committees are some of the most essen-tial tasks of the project manager. They have major impact on the quality of results and the relationship with the project stakeholders. The objec-tive is to define realistic scope, time and cost constraints, and make negotiation skills part of your PM repertoire.

G O A L S

How to use appropriate presentations to facilitate the rea-lization 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 espe-cially for long-term project managers.

G O A L S

Define a comprehensive work-life-balance

Reflect own pattern of behavior, personal work-life-balance analysis

Define possibilities for improvement, work on further deve-lopment of work-life-balance

Learning easy exercises which promote the balance between bodies, mind, soul and between work and spare time

C O N T E N T

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)!

Project Simulation

PM12

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, solution-oriented 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 deve-lopment 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.

G O A L S

Testing the methodical abilities of the participants Testing the social abilities of the participants Testing the leadership competence of the participants

R E S U LT S

Application of project management-methods Structured feedback

Phases-oriented action

Improvement of the social system competence

P R O C E D U R E

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.

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More and more project managers need help when conflicts and pro-blems 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).

G O A L S

To develop understanding for different consulting ap-proaches

Understanding the main elements of coaching

To practice various coaching methods in simulated sce-narios

Clarifying, how coaching can be used in your projects

C O N T E N T

Differences between professional consulting, organiza-tional 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

Coaching- & Consulting Competence

for Project Managers

Expanding one’s own leadership competences and

team development

SPM3

Senior Project Manager,

Project Portfolio-Manager,

Program-Manager

Managing Intercultural Dislocated Teams

Challenges within the CEE region

SPM2

The trend towards the internationalization and higher cost pressure pro-mote projects with dislocated international teams. The physical sepa-ration of teams complicates team communication and developments. It is much harder to develop trust and commitment within the team. Diffe-rent cultures require the development of a specific project culture and rules on how to act.

G O A L S

Learning to know specific elements in managing dislocated, intercultural teams

Transfer of experiences into one’s own projects

C O N T E N T

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,

Programs, Project Portfolios

How to manage temporary organizations effectively

SPM1

When managing complex, long-term projects, the senior project mana-ger 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.

G O A L S

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

port-folio management

C O N T E N T

Common denominators & differences between internatio-nal 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

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Creating and Managing

Project Management Offices

Project Management Offices as a means of

furthering project management development

PE1

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.

G O A L S

Get to know a universal concept for building a project mana-gement office (PMO)

lessons learned from various PMO implementation projects

C O N T E N T

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

Managing Processes Successfully

Process-related data for monitoring processes

and creating cost transparency

PE3

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.

G O A L S

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

R E S U LT S

Balanced Scorecard as strategic tools for the process con-trol

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

Developing and Designing Processes

A modern approach to the realization of optimization

potential

PE2

Defined processes with clearly regulated interfaces and results are con-sidered state of the art in organization development. Personal skills and constructive stakeholder management have an impact on project suc-cess. This also applies to processes in project management.

G O A L S

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

C O N T E N T

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

Project Management

Executive

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In-depth Project Specifics

Primas CONSULTING Unternehmensberatung GmbH Office Vienna, Börseplatz 6/28, 1010 Wien

Telefon: +43-1-533 23 34, Telefax: +43-1-533 23 34-99

Office Innsbruck, Madleinweg 6a, 6065 Thaur Telefon: +43-512-58 07 79

Office Graz, Heinrichstraße 13/4, 8010 Graz Telefon: +43-664-461 79 07, Telefax: +43-316-32 52 43

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

References

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