Project Managers, Team Leaders, Functional Managers.
课程收益:
This training will cover the key elements of Project Management Leadership (PML) and enhance participants skills to ensure meeting measurable company goals and objectives. Using demonstrated proven practices and processes, topics will include the why, what, when and how to utilize PML elements. As a result, professionals attending will expand their leadership scope of sensitivity for internal (cross functional) and external impacts.
课程大纲
Course Outline
Day 1
0900 Management and Leadership What management/leadership skills are required? Are management and leadership the same?
Project leader traits (soft & hard skills) Which trait is most important? When to use?
Getting started Define project and scope Determining required resources Locating and allocating resources
Project deadlines Calculating timelines Identifying obstacles Managing and eliminating obstacles
14 Elements of PML In-depth look at 14 elements that impact PML process
Learn to recognize each element
Case study
Case resolution will require consideration of topics covered
1200 Lunch
1300 Managing change The only constant is change Determining what is/is not significant
Cross functional teams Team selection process What resources are required How to choose a team leader
International or virtual teams How to influence participation remotely Key tools to monitor for maximum use of resources
Project life cycles When does life cycle start When does life cycle end What is the role of PML during each cycle
Case study Case resolution will require consideration of topics covered
1700 Review Recap of today’s course material to include a question and answer session
Day 2
0900 Project risk management How to measure and report risks
Requesting project adjustments When to report and revise project tasks
Keeping stakeholders informed Who must be kept advised Methods of communications Timing for reporting
Project team turnover Integrating new members Recognizing old members contribution How to maintain continuity
Case Study Using real life experience to demonstrate examples
1200 Lunch
1300 Statistical tools Seven most commonly used tools of statistical process control (SPC)
The language of numbers
Writing clear specifications Using writing, verbal and visual communications Formal and informal specifications
Post project review What to do when project is complete When should the team disband
Case study In-depth case looking at training material covered during last 2 days.
Measuring and advertising success Project is over, what value was added Best way to ensure process compliance and recognize team accomplishments
1700 Review and wrap up Final in class review of items covered and a sharing of lessens learned.
培训师介绍
Mr. Kelley has over 30 years of key leadership roles with multi-national companies. His responsibilities covered Sourcing, Purchasing, Supply Chain, Operations, Materials, Finance, Customer Service, Strategic Planning, Logistics, Quality Assurance and Information Systems. International business experience spans nine countries in the Far East, five countries in Europe, as well as Mexico and Canada.
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课程收益:
课程大纲
Day 1
0900 Management and Leadership
What management/leadership skills are required?
Are management and leadership the same?
Project leader traits (soft & hard skills)
Which trait is most important?
When to use?
Getting started
Define project and scope
Determining required resources
Locating and allocating resources
Project deadlines
Calculating timelines
Identifying obstacles
Managing and eliminating obstacles
14 Elements of PML
In-depth look at 14 elements that impact PML process
Learn to recognize each element
Case study
Case resolution will require consideration of topics covered
1200 Lunch
1300 Managing change
The only constant is change
Determining what is/is not significant
Cross functional teams
Team selection process
What resources are required
How to choose a team leader
International or virtual teams
How to influence participation remotely
Key tools to monitor for maximum use of resources
Project life cycles
When does life cycle start
When does life cycle end
What is the role of PML during each cycle
Case study
Case resolution will require consideration of topics covered
1700 Review
Recap of today’s course material to include a question and answer session
Day 2
0900 Project risk management
How to measure and report risks
Requesting project adjustments
When to report and revise project tasks
Keeping stakeholders informed
Who must be kept advised
Methods of communications
Timing for reporting
Project team turnover
Integrating new members
Recognizing old members contribution
How to maintain continuity
Case Study
Using real life experience to demonstrate examples
1200 Lunch
1300 Statistical tools
Seven most commonly used tools of statistical process control (SPC)
The language of numbers
Writing clear specifications
Using writing, verbal and visual communications
Formal and informal specifications
Post project review
What to do when project is complete
When should the team disband
Case study
In-depth case looking at training material covered during last 2 days.
Measuring and advertising success
Project is over, what value was added
Best way to ensure process compliance and recognize team accomplishments
1700 Review and wrap up
Final in class review of items covered and a sharing of lessens learned.
培训师介绍
responsibilities covered Sourcing, Purchasing, Supply Chain, Operations, Materials,
Finance, Customer Service, Strategic Planning, Logistics, Quality Assurance and
Information Systems. International business experience spans nine countries in the Far
East, five countries in Europe, as well as Mexico and Canada.
本课程名称： Project Management Leadership
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