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Stanford Advance Project Management

Ashish Shukla

2

Stanford APM – What and Why

WHAT

Practical Approaches, Proven Results

In today's business environment it is essential

for organizations to develop project

managers who can complete individual

projects on time and within budget. It is

even more critical to develop an

organization that can leverage its

project management capability into a

key competitive advantage in an ever-

changing marketplace.

Leading The Way

The Stanford Advanced Project Management

Certificate Program is a unique blend of

cutting-edge Stanford University

research and proven techniques from

leading-practice companies that

provides crucial insights and practical

tools for managing projects, portfolios,

and complex systems.

WHAT

Bridge typical knowing –

doing Gap

How To:

Remain competitive and manage change in a

multi-dimensional environment

Lead cross-functional teams in a global

context

Improve productivity and profitability

WHY

Help in augment project management

knowledge with how to do approach

Tools and techniques to deliver

initiatives

3

How It can help in Day-to-Day job

Project/Programme/Portfolio execution

Leading decision-making and communications

in strategic execution planning

Ensuring strategic alignment and

organizational "fit"

Assessing and planning for organizational

execution risks

Building collaborative partnerships through

sponsorship and alliances

Planning and leading changes induced by

new strategies and portfolios

Converting strategy into Action

How to Align project initiatives with strategic

objectives

Select, prioritize, and manage a portfolio of

projects in a product development or other fast-

paced business environment

Complete projects faster, with more efficient

resource deployment

Address "crisis mentality" and use time more

effectively

Champion advanced project management with

both co-located and virtual teams

Close the gap between knowing and doing

Customize a best-practices based organizational

mastery model for direct application in

organization

Build a stronger project-based matrix

organization that is capable of consistently high

performance

Mastering Project Portfolio

Establish effective governance over a project

portfolio or multiple project portfolios

Evaluate the inherent value—and risk—of

projects in the portfolio

Make trade-offs between several desirable

opportunities when faced with insufficient

resources to accomplish them all

Apply good sense in managing the day-to-day

details of the portfolio

Reduce the negative impact of organizational

politics

Integrate the portfolio management process

with other business processes

Effectively work with clients or customers to

help them organize their project portfolios

Evaluate existing projects against new

projects while managing a dynamic pipeline in

which projects are constantly added, closed

out, and re-scoped

Effectively estimate resource capacity against

resource demand

Effectively handle the requests of project and

functional managers for more time, money,

and resources

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Cost to Colt

Leadership for Strategic Execution – Core Complete

Converting Strategy into Action – Core Complete

Mastering the Project Portfolio - Core Core Modules 3

@ $975 each

Mastering the Integrated Program - Y

Financial Mastery for Projects - Y

Managing Without Authority

Executing Complex Programs - Y

Project Risk Management

Elective Modules 3

@ $975 Each

If able (and given opportunity) to manage a complex program

with a project portfolio. Save ~ 1 external FTE helping save

€130k with a investment of $ 5850 (£3762)

Overall Performance improvement

.

ROI

5

Leadership for Strategic Execution - Core

Course Description

This course addresses the key leadership challenges facing those with responsibility for executing their

company's strategies through organizational change and portfolio, program, and project implementation.

The course focuses on those skills and competencies that leaders require for guiding their

organizations, in addition to offering innovative tools for engaging others in meaningful collaboration.

Topics Include

1. Leading decision-making and communications in strategic execution planning

2. Ensuring strategic alignment and organizational "fit"

3. Assessing and planning for organizational execution risks

4. Building collaborative partnerships through sponsorship and alliances

5. Planning and leading changes induced by new strategies and portfolios

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Leadership for Strategic Execution - Faculty

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Converting Strategy into Action - Core

Course Description

This introductory course provides the conceptual framework for all of the other courses in the program, introducing

proven approaches and emerging concepts for aligning an organization's project and program initiatives with its strategic

objectives. Students will learn why traditional "project management as usual" practices don't work in today's complex,

fast-paced business environments, and then acquire a comprehensive organizational mastery model that does. Students

will emerge with a firm grasp of what it takes for an organization to be focused and successful with projects and programs

that consistently execute business strategies.

Topics Include

1. Align project initiatives with strategic objectives

2. Select, prioritize, and manage a portfolio of projects in a product development or other fast-paced business

environment

3. Complete projects faster, with more efficient resource deployment

4. Use new tools to support planning and execution, thereby shrinking time to market

5. Address "crisis mentality" and use time more effectively

6. Champion advanced project management with both co-located and virtual teams

7. Close the gap between knowing and doing

8. Customize a best-practices based organizational mastery model for direct application in your organization

9. Build a stronger project-based matrix organization that is capable of consistently high performance

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Converting Strategy into Action - Faculty

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Mastering the Project Portfolio - Core

Course Description

In this core course you will learn an industry-proven approach to the high-challenge yet high-stakes, high-payoff undertaking of

ensuring that the organization is investing in the right projects, giving those projects the right resources, and getting them completed

at the right time. The course offers a complete, best-practices-based methodology for project selection, prioritization, and oversight-

plus mentoring in how to resolve real-world implementation concerns.

Topics Include

1. Establish effective governance over a project portfolio or multiple project portfolios

2. Evaluate the inherent value—and risk—of projects in the portfolio

3. Align projects with strategic objectives

4. Make trade-offs between several desirable opportunities when faced with insufficient resources to accomplish them all

5. Customize, implement, and institutionalize a portfolio management process that will work for your organization

6. Apply good sense in managing the day-to-day details of the portfolio

7. Reduce the negative impact of organizational politics

8. Integrate the portfolio management process with other business processes

9. Promote organization-wide consistency with regard to portfolio management objectives, processes, roles, and responsibilities

10. Effectively work with clients or customers to help them organize their project portfolios

11. Evaluate existing projects against new projects while managing a dynamic pipeline in which projects are constantly added,

closed out, and re-scoped

12. Effectively estimate resource capacity against resource demand

13. Better understand project interdependence

14. Effectively handle the requests of project and functional managers for more time, money, and resources

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Mastering the Project Portfolio - Faculty

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Mastering the Integrated Program

Course Description

Stanford Advanced Project Management (SAPM) defines a program-large or small, global or local-as a set of

interdependent projects which must each be successfully completed to get the program work accomplished. In such an

undertaking, it's all too easy for things to slip through the cracks. The course Mastering the Integrated Program

addresses the three main challenges in successfully managing a program's inherent ambiguities.

1. Initiation: Starting a program can be a daunting task-like herding cats, as the saying goes. Mastering the Integrated

Program offers specific insights for getting the program off the starting block and headed for the finish line. Critical

aspects include output and outcome planning, stakeholder management, culture considerations, organizational

change, and systems risk assessment.

2. Integration: By definition, programs are interconnected. The challenge is often how to design the interconnection. This

course explains how to create meaningful and reliable agreements, interface definitions, and a program model.

3. Navigation: The program ship won't steer itself. Mastering the Integrated Program teaches how to deal with power and

politics, generate accountability, and maintain critical communication for managing and leading the program to

successful completion.

Mastering the Integrated Program is designed for professionals who manage multiple interdependent efforts and need

insight based on the best research in the field, coupled with practical and useful means to address the inherent

challenges they face.

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Financial Mastery for Projects

Course Description

Achieve a deeper understanding of corporate finance and investment analysis as practiced by today's portfolio, program,

and project managers. In this course, designed specifically for non-financial managers, you'll learn how a project's

performance affects revenue recognition, profitability, and cash flow for the organization as a whole. You'll be prepared to

communicate more confidently about the economic value of projects throughout their lifecycle.

Topics Include

1. Glean critical information from the key financial statements-and the important disclosures in their footnotes

2. Assess business performance using key metrics and financial ratios

3. Compare the implications of various types of project financing

4. Conduct a financial analysis of a project proposal using investment analysis techniques

5. Generate and analyse various project scenarios to increase the chances of a project's financial success

6. Be alert to the potential for financial statement fraud, other types of fraud, and grounds for commercial litigation

7. Manage and communicate so as to demonstrate a project's contribution to your organization's overall financial

performance

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Executing Complex Programs

Course Description

The successful execution of complex programs in today's dynamic environment challenges managers and leaders in

many ways. Without the required repertoire of advanced skills, those responsible for designing and delivering program

results may face insurmountable risks.

In this course, experts in the field of program execution will explore the critical success factors.

Watch this on-demand webinar for examples of 95 teams in 25 leading corporations, the key challenges these programs

face, and their potential remedies.

Topics Include

1. Gaining required and on-going support from senior management and key stakeholders

2. Cross-functional and cross-organizational team management

3. Understanding and managing program interfaces and interdependencies in complex systems

4. Predictive versus empirical strategies for managing complex projects with rapidly changing scopes

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Managing Without Authority

Course Description

Learn how to maintain positive relationships yet get things done in a project-based matrix environment in which you lack

direct authority. This course demonstrates effective techniques and provides plenty of practice in using them. You'll

acquire knowledge and skills you can leverage to negotiate priorities, get people to work together productively, manage

highly charged situations, resolve performance problems, and keep projects on track despite the challenges that

inevitably arise.

Topics Include

1. Influence decisions others make that are critical to your success and your project's or program's success

2. Hold people accountable through means other than hierarchical authority

3. Communicate performance problems in a fact-based, non-punishing manner that encourages mutual problem solving

4. Appropriately diagnose the root causes of performance problems in order to plan immediate and effective corrective

action

5. Gain commitments from project team members who are not direct reports, so as to meet expectations and fulfill

agreements

6. Deal with strong emotions that can arise among customers, partners, employees, and managers

7. Reduce the conflict inherent in a project-based matrix environment

8. Promote higher productivity, efficiency, and performance

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Project Risk Management

Course Description

Project Risk Management begins with an exercise that explores the challenges of planning for and managing project risk

in today's complex, ever-changing business environment. It continues with the four critical building blocks for

understanding and managing uncertainty probability distributions. Simple examples are presented in the context of

Project Management.

The risk of organizational failure in projects can now be predicted and mitigated using ideas and tools developed at

Stanford over the past 16 years. We introduce the "Virtual Design Team" approach to modeling the information

processing requirements of a fast-track project and assessing the information processing capacity of your project

organization, so you can proactively anticipate these organizational risks and intervene to mitigate them.

We continue by introducing a process for assessing and planning for risk. You'll examine a process that allows you to

identify risk management considerations, assess the severity and consequences of a given risk and its overall threat to

your project or program, and explore options and trade-offs for managing the risk.

We also examine several case studies where missed opportunities to plan and/or effectively manage risk led to

monumental consequences, and conclude with a discussion on whether your management system enables the

organization to do the right things to facilitate the successful achievement of its business objectives.