09 11-21 ipma course 2010 presentation
DESCRIPTION
TRANSCRIPT
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IPMA Advanced Courses 2010Competence improvement for senior project managers, consultants and traners
4 – 6 March 2010 in Copenhagen
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Intro
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Briefing – to give you inspirations her and now
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Purpose of the bouquet
• Offer you unique opportunities for expanding your project management competencies.
• Highly relevant for senior project managers, project consultants, and project management educators.
• Also address training requested by candidates for IPMA certification of project managers at Level B and Level A.
• Offer intensive in-depth training in high-level issues.
• Instructors are leading project managers and educators with internationally proven experience.
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IPMA Advanced Course AEffective preparation and start –up of projects
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Course A: Faculty
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Natural law of drowning in execution issues
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Distinguish lead and perform management
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Project preparation – one of the PM phases
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Typical steps of a project preparation process
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The role as facilitator – in brief
Integrating the process:
Performance:
Stimulate :
• Establish an overall perspective at the session.
• Ensure direct balance between result and process
• Focus on the aim of the meeting and the time application
• Focus on summing-up and potential conclusion
• Ensure that everybody gets attention / participates
• Ensure caring for common rules of game
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Course A: Training objectives
1. Promote the preparation and start-up concept
2. Plan the preparation and start-up process
3. Manage preparation and start-up workshops
4. Intensify communication by skilled facilitation
5. Structure the project management documents
6. Implement improved preparation and start-up
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IPMA Advanced Course BAuditing and health checks of project management
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B: Faculty
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Company mature
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Project objectives and ContextRealisation of project objectivesRealisation of objects of considerationContribution to company strategyRelationship to other projectsBusiness Case
Planning, Controlling Project organisation, project cultureProject progress Project rolesProject schedule Project communicationProject budget Project team workProject resources Development of project cultureProject risks
Environmental relationship Design of ProcessEnvironment 1 Application PM-methodsEnvironment 2 Communication structures
Legend Environment 3 IT and Telecom infrastructurevery poor Environment 4poor Environment 5okgoodexcellent
Project
Project Status: BSC
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Micro Design: Interview
• Introduction (ca. 10`)– Introduction, description context, interview objectives– Clarification method “interview”– Clarification roles– Clarification documentation– Rules– Overview questions
• Perfomance (ca. 40`)
• Close down (ca. 10`)– Summary– Clarification open questions– Agreement on further steps
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Course B: Training objectives
1. Understand the concept of projects and programme auditing.
2. Recognise different types of auditing and their increasing importance.
3. Utilise audits as instruments for learning.
4. Recognise that different PM standards lead to different auditing results.
5. Apply hands-on instruments for project management auditing.
6. Understand the required behavioural of project auditors.
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IPMA Advanced Course CManaging project risk, uncertainty and value in new ways
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Course C: Faculty
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stretch target value
client’s commitment target value
expected value Outcome value
Prob
abili
ty
A density portrayal is convenient for understanding what is involved here
contractor’s commitment target value
provision contingency
Management parameters and allowances for uncertainty
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Layered contribution curves – jacket example C
um
ula
tive
pro
babi
lity
1. yard not available or mobilisation delays2. construction problems and adverse weather3. subcontracted node delivery delays
4. material delivery delays5. industrial disputes6. delayed award of fabrication contract
Date in year 5
1.0
0
0.5
original jacket base plan completion date
12
34
56
Probability curves show the cumulative effect of the following components:
January April July Oct
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Complex option choice example – hook-up barges
Cu
mu
lati
ve p
roba
bilit
y
Cost
0.5
0
Curve for1.6m barge
Curve for3m barge
Expected cost busing the3m barge
c Expected costusing the 1.6m barge
1.0
The 3m offshore pipe layingbarge involves botha lower expected costand less risk, which makes it a risk efficient choice
a
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Course C: Training objectives
1. Concepts of a “constructively simple” uncertainty approach.
2. Abandon widely used counter-productive concepts and tools.
3. Risk management in terms of the benefits provided by the new processes.
4. Embed the new processes and concepts in an organisation
5. Handle issues associated with risk management.
6. Understand sources of bias associated with estimates, and how to avoid them, based on case studies and case based exercises.
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IPMA Advanced Course DCoaching and facilitation as a lever for efficiency in projects
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Course D: Faculty
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• Learn how to support others
(project manager, team member) with coaching
• Learn how to make boring and time wasting
meetings interesting, effective and efficient
What is your benefit?
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Content
• Communication Tools
• Coaching Exercises
• Team Development
• Simultanious Documentation
• Clarify Meeting Objectives
• Meeting Process
• Plan a Meeting
• Facilitation Exercise
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How?
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Course D: Training objectives
1. Understand the concept of project facilitation and coaching.
2. Identify situations where a facilitator and where a coach is needed.
3. Facilitate the problem-solving process of a team.
4. Design facilitation and coaching processes.
5. Apply helpful communication tools in typical project situations.
6. Promote the team development process.
7. Increase your own competences in facilitation and coaching.
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Your two trainers are waiting for you
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IPMA Advanced Course ELeadership in project crisis situations
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Course E: Faculty
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Course E:Topics
• Project crisis in practice
• Definition of the project crisis
• Crisis management basics
• Prevention of and provision for project crises Excursus: Claim Management as important tool for crisis prevention
• Project crisis resolution
• Leadership aspects of crisis resolution
• Improvisation as a powerful concept in though project situations
• Claim management
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Course E: Benefit
• Get an overview on the most important crisis management methods and processes.
• Learn how to apply selected instruments and processes.
• You will become well-equipped to deal with a potential crisis.
• Special emphasis will be put on leadership behavioral aspects in project crisis.
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Course E: Training objectives
1. Project crisis in practice
2. Definition of the project crisis
3. Crisis management basics Processes – roles – methods – leadership aspects
4. Prevention of and provision for project crises – the proactive side of crisis management.
5. Project crisis resolution
6. Leadership aspects of crisis resolution
7. Improvisation as a powerful concept in tough project situations
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IPMA Advanced Course F
Leading projects from a distance
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F: Faculty
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IsolationFragmentationDisorientation
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Lesson 1: Why email won’t work for distant leaders
• Not a group memory• Fragmentation and threaded conversation• Communication need is not uniform• Risk of exclusion• Poor understanding of context• Poor tool for planning• Does not support creativity• Can’t manage documents and versions
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Lesson 2: Will the team deliver?
Working Group
PotentialTeam
Real Team
High Perf
Team
Pseudo Team
Per
form
ance
Impa
ct
Effort to improve Team EffectivenessSouce: Katzenbach-Smith
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Course F: Training objectives
1. Understand the essence of distance leadership
2. Build trust and resolve conflicts in teams
3. Collaborate and negotiate a cross cultures
4. Select and use the appropriate communication tools
5. Direct work effort and control the outcome from a distance
6. Barriers in organizations and teams when implementing remote work
7. Gain insight in your personal areas for future development
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IPMA Advanced Course GProgramme management to innovate effectively
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Course G: Faculty
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When to use programmes
Time
KPTs
Current operation
Target operation
Operational plans refocused
Projects aligned to strategic objectives
Manage this with Programme Managemen
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An initial approach
IPMA Course G
Project n
Portfolio office
….Project 3
Project 2Project 1
Portfolio managementBusiness case reportingException reporting
Strategic portfolio group CEOCFOCIO
CIO/IMgt
Strategic initiatives
Innovation initiatives
3 6 9 12 months
Innovation bus case reporting
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Fundamental principles
• Remain aligned to the strategy
• Ensure strong leadership
• Envision & communicate a better future
• Focus on benefits
• Add value
• Deliver a coherent capability
• Learn from experience
Get and keep the business in the lead
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Course G: Training objectives
1. Promote the concept of programme management
2. Benefit from reference methods for programme management
3. Manage the initiation of programmes
4. Control the execution of the programme
5. Facilitate communication and negotiation
6. Realise benefits
7. Implement programme management in your organisation,
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IPMA Advanced Course HManaging the corporate project portfolios
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Course H: Faculty
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PPM maturity model and main flow of the course
1. Awareness of ongoing projects
2. Awareness of the status and balance of projects
3. Resource management across all projects and other work
4. Systematic project prioritization
5. Pre- and Post-project evaluation of business benefits and continuous development of project culture
Efficien
cy of
proje
ct bu
sines
s.
Faster
reali
zatio
n of s
trateg
yPortfo
liomanagement is doing th
e right p
rojects
Project management is
doing projects right
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Example of key issues: Strategic Portfolio reporting
Connecting projects to the strategy of your organisation by use of focus area's
autonomous growth,10%
building travel brand,20%
development .com,20%
low cost, highproductivity, 20%
compliance, 5%
business continuity,15%
HRM, employeedevelopment, 10%
autonomous growth,12%
building travel brand,7%
development .com,38%
low cost, highproductivity, 14%
compliance, 17%
business continuity,7%
HRM, employeedevelopment, 5%
Planned:
Actual:
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H: Training objectives
1. Understand Project Portfolio Management (PPM)
2. Develop a single project model that supports an effective PPM
3. Develop the PPM model and methodologies
4. Describe and measure the business benefits
5. Build PPM Processes as a part of corporate management system
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Welcome at the next IPMA Advanced Courses