Project Management Coaching &

Certification

Is your organization continually challenged with the consistent application of defined project management processes, resource planning, forecasting, and other business demands?

Is this why you are considering running your employees through a project management training?

Project Management & its benefits?

Project management is a systematic process used to initiate, plan, execute, control, and close a project to meet defined objectives.

The science and art of project management provides a proven methodology for accurately and efficiently completing projects of any size. Thorough and detailed project planning results is bought-into, approved, realistic, and formalized project plan. Such careful planning saves time and money by proactively addressing risks before they occur, as well as by eliminating the need for changes late in the project. Studies have shown that changes made late in a project could cost up to 100 times as much as if they were made early in project planning.

In 1992 Wallace, Ron and Wayne Halverson wrote an article entitled “Project Management: A Critical Success Factor or a Management Fad?” Published in Industrial Engineering (April 1992), the authors offered the following conclusions:

  • Project management provides significant benefits to companies and to managers when the principles and methodologies are consistently applied

  • Project management helps managers identify ill-conceived and directionless projects

  • Project management promotes teamwork and communication across departments

  • Project management enables managers to predict costs and make more informed decisions

The skills the PMs' will gain

  1. Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project

  2. Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget and scope

  3. Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined projects requirements and deliverable

The Program - Approach & Goals

Coaching is different from training. Training implies a formal teacher-pupil relationship, and the formal instruction of material that will be undertaken during the offered training.

Coaching will be less structured, it will involve understanding of suggested global best practices in project management and also aligning these best practice with a discussions on the current practices in the organization that will help in drawing the project management life-cycle/ methodology that can be adopted in the organization.

This step will help understand what knowledge area needs the first attention and hence work the methodology to assist in this area.

The Goals are:-

1.    Exposing the team to suggested global best practices

2.    Reviewing Organizational Documentation

3.    Current Organizational hierarchy and its operations

4.    Organizational Project Management Maturity Level

5.    Identification of the internal organization champion

6.    Bench-marking and setting goals

7.    Drawing the project life-cycle to be implemented in the organization in line with the suggested and understood best practice

Why we recommend - PM Coaching for Individuals & Organizations?

 

Consistent Methodology – The worst nightmare of any organization (which is intended to grow) is kind of local project management methodologies. Those are not necessary what the company wants to preach but majorly the output of the techniques used by individuals who have the authority to manage project. Some techniques work perfectly, some might not. The point here is that none are consistent with each other and across the organization. We need a common project management methodology and the PMO takes care of that. It allows everyone to speak a common project management language.

Economies of Scale – It’s not uncommon for a company to have multiple timesheet application or project management applications within a company, each with its own financial cost for implementation and training personnel. A PMO implements affordable and sustainable enterprise-wide solutions.

 

Objective Opinions – What happens when your project is being reviewed by the project sponsors and you know you are slipping on major tasks or even if you are not slipping, you know this review will either get you another project? You tend to show that the project is in good health and shape. This is sometimes done intentionally and mostly done unintentionally just to make your project/ your department looks favorable. A PMO provides an unbiased and objective opinion regarding the project status. This is the most important factor for entire project stakeholders and executives.

 

Perpetual Improvement – A PMO is always on the lookout for new and better ways to get things done.

 

Transcends Departments – “Why can’t we all just get along?” is a common refrain in many companies. One department may go head to head with another department over unrealistic demands or unreasonable timelines. A PMO can mediate their heated conversations and keep everyone focused on the bigger picture. Members of the PMO can facilitate sessions between departments for the purpose of identifying root cause and coming up with alternatives.

 

Knowledge Sharing and Reuse – The most important factor in any organization is Knowledge sharing. Why would an organization like recreate a wheel again if it is already done in some other project. This is generally true in companies which have similar projects but diverse teams or teams working on same domain and technology stack. A PMO provides a way to share knowledge and increase the reuse of innovations/ feature throughout the organization.

 

Reduces Cost – All of the benefits of a PMO as described above are realized at the bottom line. As unnecessary tangible expenses are uncovered, such as paying for multiple versions of the same software, they are removed from the income statement. Real savings derived from resources being able to do their work faster will appear as net income. The value of everyone getting along better? Priceless!

What the Program Covers

Project Management Concepts and Framework

  • Distinguish between projects and products

  • Discussion exercise and lecture: what can be done to ensure project and product success and the top ten reasons projects typically fail

  • The five process groups and nine knowledge areas that comprise the project management framework

 

Managing Stakeholders Relationships

  • Distinguishing between roles and responsibilities

  • Common project stakeholders and their roles and responsibilities

  • Defining key stakeholders on projects

  • Getting commitment: ownership and buy-in

  • Partnerships and trust

 

Defining project scope

  • Linking projects to business vision

  • The Project Definition Triangle

  • How the Statement of Business Need is instrumental in getting buy-in and ownership

  • Setting the project baseline by creating the Scope Statement

  • Key Scope Statement components

  • Team Exercise:  Developing a Scope Statement (group project)

Managing Scope Changes

  • Scope management vs. “scope creep”

  • Defining "scope creep"

  • Why “scope creep” occurs

  • Strategies for avoiding scope creep

  • Team exercise – case study

 

Risk Management

  • Identifying and quantifying risks and impacts

  • Risk management approach—how to plan to minimize risk before it occurs

  • Developing strategies to reduce risk in a risk management plan (Risk Response Development)

  • Risk assessment questionnaire

  • Risk Management Matrix

  • Contingency and reserves

  • Team Workshop: Creating the Risk Management Plan

 

Estimating and Scheduling

  • Developing a deliverable-based work breakdown structure (WBS)

  • Developing an task-based WBS

  • Estimating techniques (analogous, parametric, bottom-up and rolling wave)

  • Sequencing tasks: dependencies, logical relationships and using project network diagrams

  • Calculating the forward pass, backward pass, critical path and float

  • The importance of considering resource constraints in schedule development

  • Team workshop to develop schedule

 

Project Control and Re-planning

  • Why track hours?

  • Tracking as Big Brother or Big Helper

  • Tool-independent tracking

  • Redefining critical path

  • Re-estimating

 

Communications Management and Project Reporting

  • Communications models

  • E-mail communications issues

  • Communications planning to report to different stakeholders

  • Communications planning template

  • Performance reporting

  • Administrative closure for each phase and for the project

  • Lessons learned for each phase and for the project

  • Team Workshop: Creating the Communication Plan

 

Quality Management

  • How to produce a quality product

  • Measuring quality

  • The three quality process and their role in project management

  • Team Workshop: Creating the Quality Plan

 

Managing Human Resources/Team Development

  • Managing Human Resources/Team Development

  • Various short exercises

  • Leading vs. managing

  • Motivating the project team

  • Team dynamics, power and conflict management

  • The five conflict resolution techniques and when to apply each

  • Celebrating

  • Defining and measuring success

 

Final workshop

  • Finalize group project

  • Present project to class

Celebration

  • Why celebrating can be the most difficult project task

  • Celebrations that work!