IPMA Advanced Courses 2010Competence improvement for senior project managers, consultants and traners

4 – 6 March 2010 in Copenhagen

Intro

Briefing – to give you inspirations her and now

Purpose of the bouquet

• Offer you unique opportunities for expanding your project management competencies.

• Highly relevant for senior project managers, project consultants, and project management educators.

• Also address training requested by candidates for IPMA certification of project managers at Level B and Level A.

• Offer intensive in-depth training in high-level issues.

• Instructors are leading project managers and educators with internationally proven experience.

IPMA Advanced Course AEffective preparation and start –up of projects

Course A: Faculty

Natural law of drowning in execution issues

Distinguish lead and perform management

Project preparation – one of the PM phases

Typical steps of a project preparation process

The role as facilitator – in brief

Integrating the process:

Performance:

Stimulate :

• Establish an overall perspective at the session.

• Ensure direct balance between result and process

• Focus on the aim of the meeting and the time application

• Focus on summing-up and potential conclusion

• Ensure that everybody gets attention / participates

• Ensure caring for common rules of game

Course A: Training objectives

1. Promote the preparation and start-up concept

2. Plan the preparation and start-up process

3. Manage preparation and start-up workshops

4. Intensify communication by skilled facilitation

5. Structure the project management documents

6. Implement improved preparation and start-up

IPMA Advanced Course BAuditing and health checks of project management

B: Faculty

Company mature

Project objectives and ContextRealisation of project objectivesRealisation of objects of considerationContribution to company strategyRelationship to other projectsBusiness Case

Planning, Controlling Project organisation, project cultureProject progress Project rolesProject schedule Project communicationProject budget Project team workProject resources Development of project cultureProject risks

Environmental relationship Design of ProcessEnvironment 1 Application PM-methodsEnvironment 2 Communication structures

Legend Environment 3 IT and Telecom infrastructurevery poor Environment 4poor Environment 5okgoodexcellent

Project

Project Status: BSC

Micro Design: Interview

• Introduction (ca. 10`)– Introduction, description context, interview objectives– Clarification method “interview”– Clarification roles– Clarification documentation– Rules– Overview questions

• Perfomance (ca. 40`)

• Close down (ca. 10`)– Summary– Clarification open questions– Agreement on further steps

Course B: Training objectives

1. Understand the concept of projects and programme auditing.

2. Recognise different types of auditing and their increasing importance.

3. Utilise audits as instruments for learning.

4. Recognise that different PM standards lead to different auditing results.

5. Apply hands-on instruments for project management auditing.

6. Understand the required behavioural of project auditors.

IPMA Advanced Course CManaging project risk, uncertainty and value in new ways

Course C: Faculty

stretch target value

client’s commitment target value

expected value Outcome value

Prob

abili

ty

A density portrayal is convenient for understanding what is involved here

contractor’s commitment target value

provision contingency

Management parameters and allowances for uncertainty

Layered contribution curves – jacket example C

um

ula

tive

pro

babi

lity

1. yard not available or mobilisation delays2. construction problems and adverse weather3. subcontracted node delivery delays

4. material delivery delays5. industrial disputes6. delayed award of fabrication contract

Date in year 5

1.0

0

0.5

original jacket base plan completion date

12

34

56

Probability curves show the cumulative effect of the following components:

January April July Oct

Complex option choice example – hook-up barges

Cu

mu

lati

ve p

roba

bilit

y

Cost

0.5

0

Curve for1.6m barge

Curve for3m barge

Expected cost busing the3m barge

c Expected costusing the 1.6m barge

1.0

The 3m offshore pipe layingbarge involves botha lower expected costand less risk, which makes it a risk efficient choice

a

Course C: Training objectives

1. Concepts of a “constructively simple” uncertainty approach.

2. Abandon widely used counter-productive concepts and tools.

3. Risk management in terms of the benefits provided by the new processes.

4. Embed the new processes and concepts in an organisation

5. Handle issues associated with risk management.

6. Understand sources of bias associated with estimates, and how to avoid them, based on case studies and case based exercises.

IPMA Advanced Course DCoaching and facilitation as a lever for efficiency in projects

Course D: Faculty

• Learn how to support others

(project manager, team member) with coaching

• Learn how to make boring and time wasting

meetings interesting, effective and efficient

What is your benefit?

Content

• Communication Tools

• Coaching Exercises

• Team Development

• Simultanious Documentation

• Clarify Meeting Objectives

• Meeting Process

• Plan a Meeting

• Facilitation Exercise

How?

Course D: Training objectives

1. Understand the concept of project facilitation and coaching.

2. Identify situations where a facilitator and where a coach is needed.

3. Facilitate the problem-solving process of a team.

4. Design facilitation and coaching processes.

5. Apply helpful communication tools in typical project situations.

6. Promote the team development process.

7. Increase your own competences in facilitation and coaching.

Your two trainers are waiting for you

IPMA Advanced Course ELeadership in project crisis situations

Course E: Faculty

Course E:Topics

• Project crisis in practice

• Definition of the project crisis

• Crisis management basics

• Prevention of and provision for project crises Excursus: Claim Management as important tool for crisis prevention

• Project crisis resolution

• Leadership aspects of crisis resolution

• Improvisation as a powerful concept in though project situations

• Claim management

Course E: Benefit

• Get an overview on the most important crisis management methods and processes.

• Learn how to apply selected instruments and processes.

• You will become well-equipped to deal with a potential crisis.

• Special emphasis will be put on leadership behavioral aspects in project crisis.

Course E: Training objectives

1. Project crisis in practice

2. Definition of the project crisis

3. Crisis management basics Processes – roles – methods – leadership aspects

4. Prevention of and provision for project crises – the proactive side of crisis management.

5. Project crisis resolution

6. Leadership aspects of crisis resolution

7. Improvisation as a powerful concept in tough project situations

IPMA Advanced Course F

Leading projects from a distance

F: Faculty

IsolationFragmentationDisorientation

Lesson 1: Why email won’t work for distant leaders

• Not a group memory• Fragmentation and threaded conversation• Communication need is not uniform• Risk of exclusion• Poor understanding of context• Poor tool for planning• Does not support creativity• Can’t manage documents and versions

Lesson 2: Will the team deliver?

Working Group

PotentialTeam

Real Team

High Perf

Team

Pseudo Team

Per

form

ance

Impa

ct

Effort to improve Team EffectivenessSouce: Katzenbach-Smith

Course F: Training objectives

1. Understand the essence of distance leadership

2. Build trust and resolve conflicts in teams

3. Collaborate and negotiate a cross cultures

4. Select and use the appropriate communication tools

5. Direct work effort and control the outcome from a distance

6. Barriers in organizations and teams when implementing remote work

7. Gain insight in your personal areas for future development

IPMA Advanced Course GProgramme management to innovate effectively

Course G: Faculty

When to use programmes

Time

KPTs

Current operation

Target operation

Operational plans refocused

Projects aligned to strategic objectives

Manage this with Programme Managemen

An initial approach

IPMA Course G

Project n

Portfolio office

….Project 3

Project 2Project 1

Portfolio managementBusiness case reportingException reporting

Strategic portfolio group CEOCFOCIO

CIO/IMgt

Strategic initiatives

Innovation initiatives

3 6 9 12 months

Innovation bus case reporting

Fundamental principles

• Remain aligned to the strategy

• Ensure strong leadership

• Envision & communicate a better future

• Focus on benefits

• Add value

• Deliver a coherent capability

• Learn from experience

Get and keep the business in the lead

Course G: Training objectives

1. Promote the concept of programme management

2. Benefit from reference methods for programme management

3. Manage the initiation of programmes

4. Control the execution of the programme

5. Facilitate communication and negotiation

6. Realise benefits

7. Implement programme management in your organisation,

IPMA Advanced Course HManaging the corporate project portfolios

Course H: Faculty

PPM maturity model and main flow of the course

1. Awareness of ongoing projects

2. Awareness of the status and balance of projects

3. Resource management across all projects and other work

4. Systematic project prioritization

5. Pre- and Post-project evaluation of business benefits and continuous development of project culture

Efficien

cy of

proje

ct bu

sines

s.

Faster

reali

zatio

n of s

trateg

yPortfo

liomanagement is doing th

e right p

rojects

Project management is

doing projects right

Example of key issues: Strategic Portfolio reporting

Connecting projects to the strategy of your organisation by use of focus area's

autonomous growth,10%

building travel brand,20%

development .com,20%

low cost, highproductivity, 20%

compliance, 5%

business continuity,15%

HRM, employeedevelopment, 10%

autonomous growth,12%

building travel brand,7%

development .com,38%

low cost, highproductivity, 14%

compliance, 17%

business continuity,7%

HRM, employeedevelopment, 5%

Planned:

Actual:

H: Training objectives

1. Understand Project Portfolio Management (PPM)

2. Develop a single project model that supports an effective PPM

3. Develop the PPM model and methodologies

4. Describe and measure the business benefits

5. Build PPM Processes as a part of corporate management system

Welcome at the next IPMA Advanced Courses