Professional Development

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The Future of Project Management: Advanced Project Management Concepts

July 30 & 31, 2014
Wednesday 5 pm - 8 pm, Thursday 8 am - 3 pm
9 PDU; Fee: $899; Baldwin Wallace, Berea
Instructor: Harold Kerzner 

It has taken several decades for executives to become convinced that project management can and does work well. With this realization, executives have begun delegating more authority to project managers, especially with regard to decision-making, and have also recognized the application of project management to more long-term, complex projects that require the use of virtual teams and may be remotely removed from the parent company.

We have changed our definition of project success to include more elements than just the triple constraint. Benefits and value are now part of the success criteria. However, on the large, complex projects, which may take years to complete, there may exist a multitude of stakeholders all of whom have a different success criteria for the project.  Project managers must now become experts in stakeholder management where topics such as politics, religion, virtual teams, and managing resources with questionable capabilities take on paramount importance.

The inherent difference between those companies that will succeed and become excellent in project management and those that are average or even struggling is the way they perform project management will be in the way that they prepare the next generation project manager. This involves making project management a strategic competency and recognizing the need for strategic planning for excellence in project management. Strategic planning for project management is a well thought out plan, continuously changing, and based upon the discovery and capturing of givebacks and/or best practices in project management on a global basis. Throughout the presentation, reference will be made to those companies that have achieved excellence in project management. 

Learning Objectives:

  • The driving forces for better Metrics
  • Understanding Metrics
  • Key Performance Indicators (KPIs)
  • Understanding Targets for Metrics and Understanding The Importance of Value
  • Understanding Value-Based Metrics
  • Understanding Dashboards
  • Metrics Management Concerns

Who should attend: Designed for managerial personnel, project managers, and anyone involved in leveraging the organization by using project management as a strategic management tool.

Course Outline: 

1. How Project Management Has Changed
A.  The conversion from traditional to modern project management
B.  Today's view of project management
C.  RFP requirements have changed
D.  How executive support has changed
E.  How today's executives view project management
F.  Developing global project management capability
2. Managing Complex Projects
A.  Defining complex projects
B.  Traditional vs. nontraditional projects
C.  Why complex projects are necessary for global growth
D.  The importance of value as a success criteria
E.  Elements of project complexity
F.  Use of virtual teams
G.  Importance of engagement project management
H.  The collective belief
3. Stakeholder Management
A.  Defining stakeholder management
B.  Obtaining stakeholder agreements
C.  Making bad assumptions about stakeholder loyalty
D.  Life cycle stakeholder management
E.  Performing stakeholder engagements
F.  Identifying stakeholder information flow
G.  Enforcing stakeholder agreements
H.  Stakeholder debriefing sessions
I.   Management skills for stakeholder management
J.  Criteria for successful stakeholder management
K.  Why stakeholder management often fails
4. Why Some Projects Fail
A.  Components of failure
B.  Causes of failure
C.  Failure identification by life cycle phase
5. Value-Driven Project Management
A.  Importance of value
B.  Changing values in project management
C.  Understanding today's view of value
D.  Stakeholders' expectations of value
E.  Changing views of project success
F.  Identifying the KPI
G.  The need for value measurement
H.  Designing KPI dashboards
I.   Performing value measurement
J.  Value measurement methodologies
K.  Role of the PMO in value measurement and analysis
6. Managing Crisis Projects
A.  Understanding crisis management
B.  Cases in crisis management
C.  Lessons learned from crisis project management
7. Enterprise Project Management Methodologies (EPM)
A.  The relationship between a methodology and an enterprise project management methodology  (EPM)
B.  The relationship between an EPM and excellence
C.  Framework for an EPM system
D.  Ingredients of an EPM system
E.  Framework for an adaptive EPM system
F.  Ingredients for an adaptive EPM system
G.  Why adaptive or fluid EPM systems are the future
H.   What EPM systems cannot do
8. An Introduction to Project Givebacks (Best Practices)
A.  Why are givebacks and best practices important?
B.  Structuring a process for capturing best practices
C.  What is a best practice in project management?
D.  Where do we look for best practices?
E.  Creating a best practices template
F.   Defining categories or levels of best practices
G.  More critical questions to be addressed:
H.  Identifying best practices from both successes and failures
I.   Creating a best practices library
J.  Proper use of best practices
K.  Best practices failures
9. The Journey to Global Excellence
A.  The structured approach (The Project Management Maturity Model [PMMM])
B.  The unstructured approach (Life Cycle Phases)
C.  The driving forces for excellence
10. The Hexagon of Excellence
A.  Integrated processes
B.  Culture
C.  Management support
D.  Training and education
E.  Informal project management
F.  Behavioral excellence
11. The Project Office (PO) / Center of Excellence (COE)
A.  Characteristics of excellence in a Project Office
B.  Differences between a Project Office and a Center of Excellence
C.  Reporting level and structure
D.  Types of Project Offices
E.  Determining the types of projects to be managed by a PMO
F.  The benefits of using a Project Management Office
G.  Identifying the risks of using a PMO
H.  The PMO and Profit & Loss responsibility
I.    The Project Office mission statement/charter
J.  Integrating Six Sigma into the Project Office
K.  Networking Project Offices
L.  Measuring the ROI of using a PMO
M.  Determining the skills needed to work in a PMO
N.  The PMO toolkit
O.  The PMO and compliance audits
12. The Driving Forces for Better Metrics
A.  The growth in customer satisfaction management
B.  The growth in customer value management
C. The growth in the importance of reporting project value
13. Understanding Metrics
A.  The growth in metric-driven project management
B.  Why time and cost metrics alone are insufficient
C. The need for additional metrics
D.  Reasons for using more metrics
E.  Defining metrics
F.  Characteristics of a metric
G.  Types of metrics
H.  The core metrics
I.   Other metric issues
14. Key Performance Indicators (KPIs)
A.  KPIs versus metrics
B.  Converting a metric to a KPI
C.  Selecting KPIs
15. Understanding Targets for Metrics and KPIs
A.  The need for targets
B.  Establishing targets
16. Understanding The Importance of Value
A.  The growth of value
B.  The measurement of value
17. Understanding Value-Based Metrics
A.  Attributes of value-based metrics
B.  Weighting factors for value-based metrics
C.  Industry examples of value-based metrics
18. Understanding Dashboards
A.  The value of dashboards
B.  Rules for dashboard design
C.  Examples of dashboards
D.   Growth of infographics
19.   Metrics Management Concerns
A.  Inserting a metrics requirement in job descriptions
B.  Cultivation of a metrics management culture
C.  Best practices in metrics management

Course Tuition: $840
10% discount for three or more registrants
20% discount for BW alumni & current students

Fee Includes: Tuition, materials and lunch (full day only).

Credits: 9 PDU;  9 Contact Hours, .9 CEU. This program provides Professional Development Unit credit (PDU) through the Project Management Institute.

Cancellation and Substitution Policy

Full payment by cash, check, money order, or credit card (MasterCard, Visa, Discover) is needed to confirm your registration. Company or government purchase orders will be accepted. Your registration will not be guaranteed unless payment or prior arrangements have been made within the time guidelines for each program. 

If you are unable to attend a program, please notify our department at 440-826-2253 to cancel, transfer or make a substitution. 

Substitutions can be made at any time prior to the start of the program.

Cancellations received up to three working days prior to the start date of the program will be refunded the full seminar fee. Cancellations or Transfer registrations made less than three working days will be charged a $50 fee. No refunds will be issued once the program has begun.

Location: CIG, 340 Front Street, Berea, Ohio

You may also register by phone - Call Professional Development at (440) 826-2253.


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