Project Management Techniques - Falcon Training · Initiating Planning Executing Monitoring and controlling Closing Integration Developing Project ... Project planning is an iterative

Advanced Project Management

Presented by Falcon Training Ltd

wwwfalcontrainingcomItrsquos good to know

Introduction

wwwfalcontrainingcom 2wwwfalcontrainingcomItrsquos good to know

Housekeeping

Emergency procedures

Comfort breaks

Refreshments

Morning tea

Lunch

Afternoon tea

Wifi

Mobile phones amp laptops

Questions

wwwfalcontrainingcom 3

Course Objective

Build on project management knowledge and skills applicable to

your projectsrole in the organisation

Examine how project management impacts all levels of the

organisation in terms of


planning

delivery

scheduling

controlling

customer service

interface knowledge

techniques

skills

Course Outline

1 Introduction to the profession of project management

2 The Project Lifecycle Project selection justification prioritization

and authorization

3 Portfolio program project management and the PMO

4 Project Sponsorship and Governance

5 Effective stakeholder management and communications

6 Leading high performing teams

7 Applying what wersquove learned - Case Study ndash The Titanic


Your training kit

Course Agenda and Outline

Case studies and references

Templates amp Course slides

Available for download httpfalcontrainingcomtemplates

Access Code for Fulton Hogan Templates FH2016


But firsthellip

1 Your name amp current role

2 Project Management amp you

Your experience exposure

Methods yoursquove used

Projects yoursquore working on

3 What would you like to get out of today


Talk

Letrsquos

1 The Profession of Project Management

8wwwfalcontrainingcomItrsquos good to know

The Project Management Industry

The Industry is still maturinghellip

Many PMs are lsquoAccidental Project Managersrsquo


State of Play in New Zealand

60 of NZ companies failing to measure ROI in their projects

gt 25 of organisations donrsquot undertake any form of strategic review to track the

benefits realised by the business

70 of NZ companies have experienced at least 1 project failure in the past 12 Mos

gt 50 of organizations donrsquot consistently achieve stated project deliverables

Only 33 of companies prepare a Business Case for all projects

Nearly 60 of NZ companies fail to consistently align projects to corporate strategy

68 of companies donrsquot have an effective project sponsor

wwwfalcontrainingcom 10Source KPMG New Zealand Project Management survey 2010

Your Project Management experience

Tell me aboutthings that have

gone well and notso well in yourprojectshellip


Professional Project Management

Project SelectionGovernance and

Sponsorship

Defining Scope

Create a Work Breakdown Structure

(WBS)

Estimate time amp cost

Project budget

Project schedule

Risks

People

Procurement

Quality

Communication amp stakeholders Ethics


PMIorgThe Project Management Institute


The Project Management Institute (PMI)

Established in 1970

Global organisation - advocating professionalism in project management

13 global standards relating to Project Management including The PMBOKreg Guide

Continuing research

Regional and global conferences

Family of globally recognised credentials

Over 470000 current members over 725 000 PMP credential holders worldwide

210 countries 284 Chaptershellip

Learn more - httpwwwpmiorgaboutlearn-about-pmi


PMI New Zealand (PMINZ)

Over 1650 current members

Branches

Auckland

Central

South Island

+ 8 sub branches

Monthly Meetings Annual Conference Seminars Study Groups

wwwpmiorgnz


The PMBOKreg GuideThe Project Management Body of Knowledge Guide


The PMBOKreg Guide

Methodology

The PMBOKreg Guide is a guide or framework

Standard PM language

The PMBOKreg Guide is universally regarded as the standard

for project management across the globe and has helped

millions of project managers worldwide implement and

manage projects effectively and efficiently for

organisational success


The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas

Initiating Planning Executing Monitoring and controlling Closing

Integration Developing Project Charter

Develop Project Management Plan Direct and Manage Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Close project or phase

Scope Plan Scope Management Collect Responses Define Scope Create WBS

Validate amp Control scope

Time Plan Schedule Management Define and Sequence Activities Estimate Activity Resources and Durations Develop Schedule

Control Schedule

Cost Plan Cost Management Estimate Costs Determine Budget

Control Costs

Quality Plan Quality Management Perform Quality Assurance

Control Quality

Human Resource Plan Human Resources Management Acquire Develop Manage and Project Team

Communications Plan Communications Management Manage Communications

Control Communication

Risk Plan Risk Management Identify Risks Perform Qualitative amp Quantitative Analysis Plan Risk Responses

Control Risks

Procurement Plan Procurement Management Carry out Procurements

Control Procurement Close Procurements

Stakeholders Identify Stakeholders

Plan Stakeholder Management Manage Stakeholder Engagement

Monitor amp Control Stakeholder Engagement

The PMI Credentials

Project Management Professional (PMP)reg

Certified Associate in Project

Management (CAPM)reg

Program Management Professional

(PgMP)reg

Portfolio Management Professional

(PfMP)reg

PMI Agile Certified Practitioner

(PMI-ACP)reg

PMI Professional in Business Analysis

(PMI-PBA)reg

PMI Risk Management Professional

(PMI-RMP)reg

PMI Scheduling Professional (PMI-SMP)reg

PMP CAPM PgMP PfMP PMI-ACP PMI-PBA PMI-RMP PMI-SMP is a registered mark of the Project Management Institute Inc


Other PMI standards

Organizational Project Management Maturity Model (OPM3reg)

Practice Standard for Project Risk Management

Practice Standard for Earned Value Management

Practice Standard for Project Configuration Management

Practice Standard for Work Breakdown Structures

Practice Standard for Scheduling

The Standard for Program Management

OPM3 is a registered mark of the Project Management Institute Inc wwwfalcontrainingcom 22

2 The Project Lifecycle


5 Phases of a Project

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Initiating a project

Choosing a project

1 Chose projects that align with your organisational

strategy

2 Chose projects that meet your financial criteria

3 Choose projects that meet your non-financial criteria

Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip

What sort of project evaluation process does your

organisation have

Talk

Letrsquos


Project Charter (like the birth certificate of a project)

Project Roles amp Responsibilities (Project Manager owner sponsor etc)

Reason for the project

High level statement of work to be undertaken

Known milestones constraints and assumptions

28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date

Initiation Includes the name of the project and the designated project manager

Synopsis Briefly summarize the salient aspects of the project by answering the questions Why (purpose) What (product descriptio n scope) When (time) and How much (resources)

PurposeBusiness Need Identify the customers who are to receive and benefit from the product developed by the project and the need the product is intended to meet (either as a problem to solve or as an opportunity to exploit)

Product Description and Deliverables

Identify what product is to be delivered at the end of the project and at any interim delivery points Describe the product sufficiently to enable the project team to create it and for agreement to be reached at product delivery time that the product has been corr ectly produced

Project Management Briefly indicate general approach and any relevant PMI or other standards to be used

Assumptions Constraints Risks Briefly identify salient assumptions constraints and known risks if any which can be anticipated to have a major impact o n the process andor outcome of the project and which require decisions or actions by the project sponsor or team

Resources Indicate required andor available resources to be used on the project As appropriate indicate financial personnel and ma terial resources (such as facilities equipment supplies and services)

Approach Indicate the way in which the project will produce the product

Communication and Reporting Identify communication required between the project sponsor and the project team

Acceptance Indicate the method and criteria for the project sponsor to accept the specified project deliverables as complete and adequate

Change Management Indicate the procedures to be used for making and documenting changes to the charter

Other Identify and explain any other matters that are important for the initiation and conduct of the project Focus on charter issues of importance between the project sponsor and the project manager This section is not for describing the project plan

Approval (optional) Project Manager Sponsor

29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32

ldquoA common mistake people

make when trying to design

something fool proof is to

underestimate the ingenuity

of complete foolsrdquo

Douglas Adams author

The Hitchhikers Guide to the Galaxy

(1952-2001)

ldquoIn preparing for battle I

have always found that

plans are useless but

planning is indispensablerdquo

Dwight D Eisenhower (1890 - 1969)

33

ldquoIf I had eight hours to chop

down a tree Irsquod spend six

hours sharpening my axerdquo

Abraham Lincoln (1809 - 1865)

34

Why Plan

PROACTIVE is better than REACTIVE

Avoids waste

Helps to mitigate the effects of failure

Defines your goal and how you intend to get there

Develop measurement metrics ndash budgets time quality

Helps to identify risks early on ie resource conflicts

Produce project estimates ie cost and time estimates


The Planning Approach

Encourage involvement from all

appropriate stakeholders when

planning the project

Make sure plan is detailed

enough to be successful yet

flexible enough to respond to

change

Get sign off on your plan from

higher-level and customer (gives

legitimacy and creates buy in)

Project

planning

is

an

iterative

process

Planning Tips


The Project Management Plan

Outlines best way to manage all areas of the project

Can be one single document or several documents in

different formats

It is NOT a Gantt chart

Is a living and breathing document ndash ie will change as

the project develops


Discussion - The Value of Planning

1 Why do you think it is important to plan

2 How much planning do you think you should do

3 Do things usually go according to plan

Talk

Letrsquos4 Whatrsquos the cost of

planning as of

Project cost


Applying your project plan

Planning is only useful if you use it during project execution

Plan provides the basis for

project execution

monitoring amp control and

closure activities

Assume the project wonrsquot go according to planhellip

But having a plan tells you when this is happening and how to manage

Change control and corrective action can take place once variances from the plan have been anticipated or actually occurred

Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control

All requested change must be

documented and controlled

Ensure Steering Board involvement

in change control process and

approvals

Avoid lsquodeath by a thousand cutsrsquo

and lsquothe scope creeprsquo

Avoid lsquogold platingrsquo

Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Controlling your Baseline

Remember to

1 lsquoRebaselinersquo your project when changes are approved

2 Clearly communicate the baseline

Baseline


Discussion

1 Think of projects in your organisation and how

change control has been managed

2 Share some of the good the bad and the uglyhellip

Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date

Person(s) Requesting Change

Change Number

Type of Change Requested

Project Scope Change

Project Budget Change Project Schedule Change

Project ProcurementContract Change Other (specify)

Detailed Description of Change

Reason for Change Requested

Effect on Project Cost

Projected Cost Overrun of approximately

Estimated Cost Reduction of approximately

Effect on Schedule

Planned Project Completion Date

New Project Completion Date

Additional Remarks

Approval Project Manager Date

Approval (Other) Date

43

Closing a Project

All projects must be closed

Gather and document lessons learnt for future projects

Get signoff from project sponsor andor client

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Key Elements of Closure

Plan how your project is going to be closed ()

Contractual Closure

Financial Closure

Lessons Learned

Post Project Review

Benefits Realisation

Project Team Release


Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing

The Project Life Cycle

Process Groups Interact in a Project

Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group


3 ProgramPortfoliosProject Management (P3) and the PMO


Projects vs Programs vs Portfolios

First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management

Skills Required for Successful Project Management

Organises resources for the project

Provides direction coordination and integration to the

project team

Responsible for performance and success of the project

Must use the right people at the right time to address the right

issues and make the right decisions

Excellent communication people leadership and stakeholder

management skills


Other roleshellip

Project Steering Board

Project Sponsor

Project Owner

Project Manager

Project Coordinator

Project Administrator

Program Managerhellip


The Role of a Program Manager


Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance

bullProviding governance

wisdom and guidance

to Project Managers

bullAsking hard questions

but not interfering with

management

Financial Management

bull Implementation of

specific fiscal practices

and controls for

multiple projects

bullReallocation of project

budgets based on

need and availability

Infrastructure

bullThe PMO technology

and other factors in the

work environment

supporting the program

effort



Sponsorship

bullProviding accountability

for the project

bullProvide financial

resources

bullAssist project manager

by clearing road blocks

and obtaining resources

for the project

bullAll while not managing

the project

Planning

bullActivities that take place

at multiple levels with

different goals

bullResolving resource

conflicts

Resource Management

bullEnsuring that projects

competing for the same

resources are

adequately provided for

Reporting

bullProviding a holistic view

of the performance of all

projects within the

program and reporting

back to the portfolio

managers


The PMO


The Project Management Office

Policies

Training

ResourcesProcesses

Standards

PMO


The Project Management Office (PMO)

ldquoAn organisational body or entity assigned various

responsibilities related to the centralised and coordinated

management of those projects under its domainrdquo

ldquoThe responsibilities of a PMO can range from providing

project management support functions to actually being

responsible for the direct management of a projectrdquo

(PMBOKreg 4th ed)

The centre of

project excellence

in your organisation

PMOrsquos function will depend on organisations needs and Project Management maturity


Purpose of a PMO

bull Organisations with any form of PMO perform

better than organizations without a PMOPerformance

bull Regardless of whether or not your

organisation permits any type of PMO

practitioners need support amp development

Support


Real World

The last 3 years has seen a decrease in PMOrsquos despite

clear evidence showing organisations with PMO

out perform organisations without a PMO

PMOrsquos are often seen as an unnecessary overhead


PMO Functions

Project Reporting

Portfolio Management

Project Selection

Recruitment of Project Managers

Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO

Types of PMOSupportive Controlling Directive


Provides support in the

form of on-demand

expertise templates

best practices access

to information and

expertise on other

projects and the like

In organisations where

there is a desire to rein in

the activities processes

procedures

documentation and more

- a controlling PMO can

accomplish that

This type goes beyond

control and actually takes

over the projects by

providing the project

management experience

and resources to manage

the project

Community of Practice (CoP)

Organise your project management practitioners to attend regular

forums with defined topics for sharing ideas and experience

Make sure you point out the benefits to senior management to get

their buy-in and support

If your organisation isnrsquot quite ready for a PMO

consider a community of practice (or stealth PMO)

CoP Pro Tips


Benefits of a Stealth PMO

Self-organising amp

Practitioner lead

Reflects current levels of

organisational project

management competency

and contributes to improve this

Only exists if it delivers benefits

Can lead to justifying a non-stealth PMO and provide a head start


Discussion

1 Do you currently have the role of Program Manager in

your organisation How does it differ from Project

managers

2 Do you have a PMO (PMOrsquos) If so what type and what

do they do what value do they add

TalkLetrsquos




Discussion

1 What is Project Governance how would you describe

the difference between project governance and

project management

2 How would you describe the role of the project sponsor

3 Whatrsquos your experience of Project Sponsorship

4 Common issues

TalkLetrsquos


Project Sponsor

lsquoSingle wring-able

neckrsquo

The person ultimately

accountable

Road block remover

Change champion

Visionary for the project

Provides inspiration and direction

Provider of resources

Coach


Project Sponsor Responsibilities


Provide

direction amp guidance

Identify

benefits

Make

Gono-Go decisions

Resolve inter

project issuesAssist with

stakeholder commitment

Evaluate

project success

Manage

Steering Committee

Provide view

of political sensitivities

Negotiate

funding

Help

develop charter

Review amp

approve key deliverables

Assist with

project visibility

Project Funding


Steering Committees

PurposeOversee and ensure

the delivery of specific projects

ResponsibilityAny business

issues associated with the project

MembershipProvide guidance

and support to those directly responsible

for running a project

Typically key senior

stakeholders ndashdepending on the

project may be vendorspartners representatives

PMs who report to Steering Committee

should not be a member Pro Tip Ensure you have great communication with

your steering committee members 70

LogisticsChaired by Project Sponsor

Should have admincoordination

available accurate minutes amp actions

Sponsor vs Project Manager

Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result

Sponsor Project Manager


Factors influencing project success

High level of PM capability

Projects aligned with corporate strategy

Co-ordinate projects with

PMO

Provide effective sponsorship for projects

Use business cases to initiate projects

Actively manage risks

Report regularly

Report variations and implement restorative actions

Use a consistent and appropriately tailored methodology wwwfalcontrainingcom 72

Causes of Project Failure

Poor planning andor

inadequate process

Inefficient way to document and track progress

Poor leadershipat any level

Lack of a PMO

Failure to set expectationsand manage

them

Inadequately-trained project

managers

Inaccurate cost estimation

Lack of communication

at any level

Culture or ethical misalignment

Competingpriorities

Disregard of project warning

signs

Poorly defined communicated

agreed and controlled scope


Discussion

1 Which of these aspects look familiar

What can you do about it when you go back to the office

2 Should a Project Manager have technical skills in the area in which he or

she is working

3 Do you think project failure is unfairly attributed to the Project Manager

Talk

Letrsquos


5 Communications and Stakeholder Management


Communication Management

50 of that time is

spent communicating

with the team

Communication is a PMrsquos most

important skill

Project Management

is all about

Communication

90 of a project managerrsquos time is

spent communicating

A PM should

control the

communications

process

howeverhellip The PM

should not be in involved in every

communication


The Communications Model


Stakeholder Identification

Identify all stakeholders on the project

A stakeholder is anyone who can affect or be

affected by the project

Define their Power and Interest in the project


The Stakeholder Matrix

Keep Satisfied

Manage Closely

Monitor (minimum effort)

Keep informed

Po

we

r

InterestLow High

Low

Hig

h


Communication Management Plan

Who

How

What

How often

By who

Feedback


Exercise

1 Populate a stakeholder analysis and determine power

and interest

2 Develop a communications plan for a project your are

workinghave worked on


6 Leading High Performing Teams


Building the Project Team

Team building built upon strong personal skills is a critical

element of Project Management

Plan and decide how you will

Staff

o Internal external full time part time

Manage

Assess and Improve the project team


Discussion

What are some of the characteristics of

a high performing team


Talk

Letrsquos

Conditions Favourable to the Development of High Performance Project Teams

1 Ten or less team members

2 Voluntary team membership

3 Continuous service on the team - stability

4 Full-time assignment to the team

5 An organisation culture of cooperation and trust

6 Members report only to the project manager

7 All relevant functional areas are represented on the team

8 The project has a compelling objective

9 Members are in speaking distance of each other ndash co location


Recruiting Project Team Members

Factors affecting recruiting

Importance of the project

Management structure used to complete the project

How to recruit

Who to recruit

Problem solving ability

Availability

Technical expertise

Credibility

Connections

Ambition initiative amp energy


Project Team Meetings

The first project team meeting

Overview of the project

Address interpersonal concerns

Model how the team is going to work

together

Establish ground rules

Meeting Agenda

Start finish times

Preparation for meeting

Communication

Action points who and whenwwwfalcontrainingcom 87

Creating a Shared Vision

Vision is

An image a project team holds in common about how the

project looks upon completion

It unites amp inspires team members to give their best

Qualities of effective vision

1 Must be able to be communicated to the team members

2 Must be challenging and realistic

3 The PM must believe in and must have passion


Managing Team Conflict

Functional

bull Encourage dissent by asking tough questions

bull Bring in people with different points of viewas devils advocate

bull Ask the team to consider an unthinkable alternative

Dysfunctional

bull Mediate

bull Arbitrate

bull Control the conflict

bull Accept or Eliminate the conflict


Encourage Manage

Rejuvenating the Project Team

Informal Techniques

Institute new rituals

Off-site breaks

View an inspirational message

or movie

Sponsor pep talk etc

Formal techniques

Outside facilitation

Work through issues affecting

performance

Outside activity

Ideally one which provides an

intense common experience to

promote social development of

the team


Managing Virtual Project Teams

Developing trust

Exchange of social information

Set clear roles for each team member

Developing effective patterns of communication

Include face-to-face if at all possible

Keep team members informed on how the overall project is going

Establish a code of conduct to avoid delays

Establish clear norms and protocols for surfacing assumptions and conflicts

Share the pain in terms of multiple time zones


Typical Project Management Team Structure

Project Steering GroupCommittee

Project Manager

Project Team

Wider Project TeamSupport Team


Made up of senior personnel within the

organisation and also maybe the client Responsible for governance

Responsible for the project and

the project team

Those team members doing

the most work on the project

Personnel who you may use occasionally or

who need to be informed and consulted

Project Team Pitfalls


Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve

Early Phases Late Phases

Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power

Reward Expert Legitimate

Referent Punishment


Emotional Competencies

Managerial Competencies

Intellectual Competencies

Personal Foundation

Engaging Communication

Managing Resources

Empowering

Developing

Achieving

Critical Analysis amp Judgement

Vision and Integration

Strategic Perspective

Self-Awareness

Emotional Resilience

Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness

A Model for Leadershipadapted from Turner and Muller


The 15 Competencies of LeadershipM

an

ag

eria

l

bull Engaging

communication

bull Managing resources

bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l

bull Critical analysis and

judgement

bull Vision amp integration

bull Strategic

perspective

Em

otio

na

l

bull Self-awareness

bull Emotional resilience

bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness

bull Conscientiousness


Personal Foundation ndash Itrsquos important

An authentic personal foundation

is central to leadership


You will be required to draw on and display these qualities in many circumstances

A strong authentic personal foundation is constant in all leadership situations

Without a strong personal foundation the dark narcissistic side of leadership can

take hold

Discussion

1 What would people say

about your leadership style



7 Applying what wersquove learned ndash Lessons from The Titanic


Leading High performing Teams

Video

Lessons from history - The Titanic

As groups answer the following questions

1 Could better project management prevented the disaster

2 Why did it really happen

3 How much impact did the previous project (The Olympic) have on the

disaster

4 How relevant are some of these lessons to your roles amp projects in your

organisationdivision

Titanic Lessons for Modern Projects v11pdf

Itrsquos good to know wwwfalcontrainingcom 102


Course Outline



and authorization





7 Case Study ndash The Titanic


Feedback

please

wwwsurveymonkeycomrFalconTrainingCourseFeedback

Thank You

Falcon Training

wwwfalcontrainingcom

infofalcontrainingcom


Introduction

wwwfalcontrainingcom 2wwwfalcontrainingcomItrsquos good to know

Housekeeping


Comfort breaks

Refreshments

Morning tea

Lunch

Afternoon tea

Wifi


Questions


Course Objective






planning

delivery

scheduling

controlling

customer service

interface knowledge

techniques

skills

Course Outline



and authorization







Your training kit







But firsthellip








Talk

Letrsquos























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Housekeeping


Comfort breaks

Refreshments

Morning tea

Lunch

Afternoon tea

Wifi


Questions


Course Objective






planning

delivery

scheduling

controlling

customer service

interface knowledge

techniques

skills

Course Outline



and authorization







Your training kit







But firsthellip








Talk

Letrsquos























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Course Objective






planning

delivery

scheduling

controlling

customer service

interface knowledge

techniques

skills

Course Outline



and authorization







Your training kit







But firsthellip








Talk

Letrsquos























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Course Outline



and authorization







Your training kit







But firsthellip








Talk

Letrsquos























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Your training kit







But firsthellip








Talk

Letrsquos























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




But firsthellip








Talk

Letrsquos























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training


























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training
























Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




















Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training










Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Sponsorship

Defining Scope


(WBS)


Project budget

Project schedule

Risks

People

Procurement

Quality






Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Established in 1970



Continuing research









Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Branches

Auckland

Central

South Island

+ 8 sub branches


wwwpmiorgnz




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




The PMBOKreg Guide

Methodology









The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




The

PM

BO

Kreg

Gu

ide

Process Groups

Initiating

Planning

ExecutingMonitoring

and Controlling

Closing


Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Knowledge Areas

Integration

Scope

Time

Cost

QualityHuman

Resource

Communications

Risk

Procurement

Stakeholder

The

PM

BO

Kreg

Gu

ide



Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Process Groups

Knowledge Areas










Control Schedule


Control Costs


Control Quality





Control Risks






The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




The PMI Credentials





(PgMP)reg


(PfMP)reg


(PMI-ACP)reg


(PMI-PBA)reg


(PMI-RMP)reg




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Other PMI standards












Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Choosing a project


strategy



Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Project Selection


Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussionhellip


organisation have

Talk

Letrsquos







28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training









28

Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Pro

ject

Ch

art

er

Tem

pla

te

Project Name

Prepared by

Date















29


Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Project Planning

Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




32








(1952-2001)






33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training









33





34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training








34

Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Why Plan


Avoids waste














change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training











change




Project

planning

is

an

iterative

process

Planning Tips





different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







different formats









Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training








Talk


planning as of

Project cost





project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







project execution


closure activities




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing


Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Change Control





approvals




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Remember to



Baseline


Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussion




Talk

Letrsquos


Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Sa

mp

le C

ha

ng

e

Co

ntr

ol T

em

pla

te

Project Name

Prepared by

Date


Change Number










Effect on Schedule



Additional Remarks



43

Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Closing a Project




Phase 1 Initiation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing




Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Contractual Closure

Financial Closure

Lessons Learned

Post Project Review




Phase 1 Init iation

Phase 2 Planning

Phase 3 Execution

Phase 4 Monitoring

Phase 5 Closing



Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Level of

Effort

TimeStart Finish

Initiating

Process

Group

Planning

Process

Group

Executing

Process

Group

Monitoring amp

Controlling

Process Group

Closing

Process

Group





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





First Quarter

Second Quarter

Third Quarter

Fourth Quarter

Next Year

Project 1

Project 2

Project 3

Project 4

Project 5

Program 1

Portfolio 1


Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Skills Required for

Successful Project

Management




project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







project team





management skills


Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Other roleshellip


Project Sponsor

Project Owner

Project Manager

Project Coordinator






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Governance

Financial

Management

Infrastructure

Sponsorship

Planning

Resource

Management

Reporting


Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Governance


wisdom and guidance

to Project Managers



management




and controls for

multiple projects


budgets based on


Infrastructure



work environment


effort



Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Sponsorship


for the project


resources




for the project


the project

Planning



different goals


conflicts

Resource Management



resources are


Reporting



projects within the



managers


The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




The PMO



Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Policies

Training

ResourcesProcesses

Standards

PMO









(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training











(PMBOKreg 4th ed)

The centre of

project excellence




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Purpose of a PMO






Support


Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Real World






PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




PMO Functions

Project Reporting


Project Selection


Training

Program Management

Administering the

methodology


Po

ssib

le P

MO

Fu

nc

tio

ns

Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Types of PMO




form of on-demand

expertise templates


to information and

expertise on other





procedures



accomplish that







the project








CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training











CoP Pro Tips



Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Self-organising amp

Practitioner lead








Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussion



managers



TalkLetrsquos




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussion



project management



4 Common issues

TalkLetrsquos


Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Project Sponsor


neckrsquo


accountable

Road block remover

Change champion




Coach




Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Provide


Identify

benefits

Make

Gono-Go decisions

Resolve inter



Evaluate

project success

Manage

Steering Committee

Provide view


Negotiate

funding

Help

develop charter

Review amp


Assist with

project visibility

Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Project Funding


Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Steering Committees


















Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Why do the project

Any changes needed

Benefits realised

What to do

How to do it

End result







PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training








PMO




Report regularly




Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Poor planning andor

inadequate process



Lack of a PMO


them


managers



at any level


Competingpriorities


signs




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussion




she is working


Talk

Letrsquos





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





50 of that time is

spent communicating

with the team


important skill

Project Management

is all about

Communication


spent communicating

A PM should

control the

communications

process



communication











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training













Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training











Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Keep Satisfied

Manage Closely


Keep informed

Po

we

r

InterestLow High

Low

Hig

h



Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Who

How

What

How often

By who

Feedback


Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Exercise


and interest










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training










Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training








Staff


Manage



Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussion




Talk

Letrsquos
















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training



















How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training








How to recruit

Who to recruit


Availability

Technical expertise

Credibility

Connections








together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training









together


Meeting Agenda

Start finish times


Communication



Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Vision is










Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Functional




Dysfunctional

bull Mediate

bull Arbitrate




Encourage Manage


Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Informal Techniques


Off-site breaks


or movie


Formal techniques



performance

Outside activity




the team



Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Developing trust












Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Project Manager

Project Team






the project team







Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training






Bureaucratic Bypass

Syndrome

Team Adoption

Team Spirit becomes

Team Infatuation

Groupthink

Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Leadership Styles


Lea

de

rsh

ip S

tyle

Project Timeline

Au

toc

rati

cP

art

icip

ati

ve


Directing Leader

Coaching Leader

Facilitating Leader

Supporting Leader

Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Forms of Power


Referent Punishment





Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







Personal Foundation


Managing Resources

Empowering

Developing

Achieving




Self-Awareness


Motivation

Sensitivity

Influence

Intuitiveness

Conscientiousness




an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





an

ag

eria

l

bull Engaging

communication


bull Empowering

bull Developing

bull Achieving Inte

llec

tua

l


judgement


bull Strategic

perspective

Em

otio

na

l

bull Self-awareness


bull Motivation

bull Sensitivity

bull Influence

bull Intuitiveness










take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training











take hold

Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Discussion








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training








Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training







Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Video






disaster






Course Outline



and authorization







Feedback

please


Thank You

Falcon Training





Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Course Outline



and authorization







Feedback

please


Thank You

Falcon Training




Thank You

Falcon Training




Documents

Project Management Techniques - Falcon Training · Initiating Planning Executing Monitoring and controlling Closing Integration Developing Project ... Project planning is an iterative