seminar program semi - primas.at · projektmanagement erfolgreiche projekte primas ... workshop for...
TRANSCRIPT
Contents and seminar Overview
1. Project Management Basics 1.1 Project management Basics Part 1 team building, project initiation and planning, as a basis for project success ...............1.2 Project management Basics Part 2 efficient execution, controlling and close-down of projects ......................................................
1.3 Project 2 go ............................................................................................................................................................
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2. Methodological skills
2.1 Organization & environment
2.1.1 Positioning of projects in the company ..................................................................................................2.1.2 agile approaches for projects ......................................................................................................................2.1.3 management of environment and stakeholders in agile projects .........................................
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2.2 Contents, dates, costs
2.2.1 advanced project management methodology ..................................................................................2.2.2 systematic and efficient project controlling .......................................................................................2.2.3 management of opportunities, risks and crisis ..................................................................................2.2.4 management of chances, risks and crisis in agile projects ..........................................................2.2.5 Quality management in Projects .................................................................................................................
2.2.6 management of requirements and changes ......................................................................................
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2.3 Business and legal aspects
2.3.1 Claim management in Projects ...................................................................................................................2.3.2 Contract Design in Project management ..............................................................................................2.3.3 Commercial skills for project managers ...................................................................................................
2.3.4 Developing and writing an effective Business Case ........................................................................2.3.5 Procurement management in Projects ..................................................................................................2.3.6 Business simulation for project managers ...........................................................................................
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2.4 Tools 2.4.1 ms Project made easy ........................................................................................................................................
2.4.2 Planning Workshop with ms Project .......................................................................................................2.4.3 Professionally managing complex projects with ms Project, mindjet and ms excel ...
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3. social skills 3.1 self-competence 3.1.1 Increasing the effectiveness as a project manager .........................................................................3.1.2 efficient time and stress management for Project managers .................................................3.1.3 Kreanar: Creativity and problem solving ..........................................................................................3.1.4 Developing presentations in projects ......................................................................................................3.1.5 ethics and Compliance in Project management ................................................................................3.1.6 action! ......................................................................................................................................................................3.1.7 moments of truth for project managers ..............................................................................................
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3.2 Team-competence 3.2.1 Communication and Conflicts in Projects ..............................................................................................3.2.2 teamwork in Project management .........................................................................................................3.2.3 Leading without power ..................................................................................................................................3.2.4 Leading of intercultural, dislocated teams ...........................................................................................3.2.5 successful project conversations and meetings .................................................................................3.2.6 Coaching and Consulting Competence for Project managers ..................................................
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3.3 Environmental skills
3.3.1 Cooperation project owner / project manager ..................................................................................3.3.2 sucessfully managing complex negotiations ......................................................................................3.3.3 Costumer relationship management in Projects ..............................................................................3.3.4 the project manager as entrepreneur ...................................................................................................
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4. Project Management in the company
4.1 management of Project Portfolios, Programs & project-oriented Companies ...............4.2 Project Portfolio and Program management – blended learning ..........................................4.3 Cooperation project owner / project manager ..................................................................................4.4 establishing and managing Project management offices ...........................................................
4.5 Projects as change management tools ..................................................................................................
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5. seminars oriented to industries / project types
5.1 efficient Project management for non-Profit organizations ...................................................5.2 Professionally managing It-projects .........................................................................................................5.3 Project management for Construction Projects ................................................................................5.4 management of investment projects ......................................................................................................
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6. Process Management 6.1 Basics of Process management ....................................................................................................................6.2 Process Quick scan ..............................................................................................................................................6.3 strategic Process management ...................................................................................................................
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7. Certification 7.1 Certification Workshops IPma® / PmI® ....................................................................................................
7.2 Certification Coaching IPma® / PmI® ........................................................................................................
7.3 Certification Courses IPma® / PmI® ............................................................................................................
7.4 ready for certification in 1 week ..............................................................................................................7.5 expert-workshop re-Certification .............................................................................................................7.6 re-Certification-Fresh-up ................................................................................................................................
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AgilePM
AgilePM
AgilePM
COMPENTENCE & PRACTICE ORIENTATIONYou will benefit from our experience!
our consultants have longtime extensive experience and expert knowledge in project management. our methods have proven usability.
We offer about 70-100 open seminars per year and run more than 500 customized project management events (seminars, workshops,
lectures). We are partners of all the well-known project management associations and are integrated into many networks.
INNOVATION You will take the lead with our innovations!
on the basis of the challenges, trends and problems in project management we analyze and develop inno-
vative concepts and academically well-funded solutions in our team. We continuously develop methods,
models and solutions in order to provide our clients with up-to-date knowledge and expertise. We are
continuously the first to bring our innovations to the market!
CLIENT ORIENTATIONWe create added value for our customers!
our aim at Primas Consulting is to develop customized programs and individual and flexible solutions to meet our customers needs.
our customers benefit is the focus of our work!
DIDACTICs With our creative approaches learning is pleasant and effective!
We offer innovative seminars and workshops. our support services cover the assessment of the
project team members qualifications, the specifying of individual development objectives, con-
nected to the corporate objectives as basis for a customized training program and future progress
evaluations, the provision of the latest project management know-how (e.g. blended-learning),
the best possible practice transfer and further development of application competence and the
securing of a standardized traceable level of the project team members qualifications.
TEAM We offer the experts for your concerns!
We are an interdisciplinary team of consultants and trainers with different professions, a wide range of experience and a great variety
of industries. all our consultants and trainers have hands-on experience in project management. We are able to deliver our services in
many european languages!
CLIENTs We offer the experts for your concerns!
since the foundation of Primas ConsULtIng we worked with more than 360 medium to large-sized companies where we introduced
and developed Project management. more than 36.000 persons have participated in Primas seminars. You can find an excerpt of our
customer list on www.primas.at
We are well-known in the market for our customized, practical solutions which are implemented successfully! www.primas.at
Ganzheitliche Analyse des aktuellen Projekt-
management-Status Ihres Unternehmens auf
Basis eines innovativen SystemsDe�nition des gewünschten Soll-ZustandesErarbeitung von Maßnahmen zur Weiterent-
wicklung von Projektmanagement
Wirksames ProjektmanagementErfolgreiche Projekte
Primas
Primas CONsULTING is an international consulting organization offering training and consulting services as well as certification prepara-
tion in project management. this folder shows our great variety of training topics in project management.
We offer all these trainings as in-house-seminars customized to the needs of our customers in europe and other countries in many dif-
ferent languages.
For further information, please contact our head office in Vienna:
Primas CONsULTING
tel.: +43 -1-533 23 34 Fax: +43 -1-533 23 34-99
[email protected] www.primas.at
Primas CONsULTING GmbH / Headoffice
Börseplatz 6/28a-1010 Vienna
Developing Paths in Project management ........................................................................................... 4
austria = Belarus = Belgium = Bosnia-Herzegovina = Bulgaria = Croatia = Czech republic = Denmark = estonia = germany = great.Britain = greece = Hungary = Israel = Italy = Latvia = Lithuania = macedonia = norway = Poland = Portugal = romania = russia = saudi arabia = serbia = slovakia = slovenia = south Korea = sweden = switzerland = turkey = Ukraine
www.primas.at
PROjECT OWNER, MULTI PROjECT MANAGER
Enabling and supporting projects!
Developing Paths in Project Management
there are well-established careers in project management. Please find below typical developing paths in project manage-ment and appropriate training opportunities!
PROfEssIONAL PROjECT COACH
Enlarging one‘s own leadership skills, supporting development!
Project Manager 9 days
3.1.2 efficient time management and stress management for Project managers
3.1.3 Creativity and Problem solving in Projects
3.2.5 successful meetings in Projects
3.1.1 Increasing the effectiveness of the Project manager
3.2.6 Coaching and Consulting Compe-tence for Project managers
CERTIfIED PROjECT MANAGER
Taking advantage of international standards in project management!
5–7 daysProject Manager
IPma: Certification Preparation Course junior Project manager, Project manager, senior Projectmanager (including exam simulation)
PmI: Certification Preparation Course PmP (including exam simulation)
RE-CERTIfICATION
Prolong the validity period of your international certificate!
5 daysCertified Project Manager
Workshop for re-certification candidates
re-certification fresh-up
3 seminars by choice
2 daysLine Manager
4.3 Cooperation of the Project owner / Project manager
4.1 management of Project Portfolios, Programs and project-oriented Companies
12,5 daysTechnical Expert
2.2.3 management of opportunities, risks & Crisis
2.3.1 Claim management in Project management
2.3.3 Commercial skills for Project managers
1.1 + 1.2 Project management Basics 1 + 2
3.2.1 Communication & Conflicts in Projects
3.2.5 successful meetings in Projects
PROjECT MANAGERsuccessful achievement of the projects‘ objectives
by leading a team as an entrepreneur!
10,5 daysCommercial Project Employee
2.2.3 management of opportunities, risks & Crisis
2.3.1 Claim management in Project management
2.3.2 Contract Design in Projects
1.1 + 1.2 Project management Basics 1 + 2
2.3.4 Developing and Writing an effective Business Case
2.3.5 Procurement management in Projects
COMMERCIAL PROjECT MANAGER
Masterful dealing with commercial tasks in project management!
Project Manager 8 days
3.1.3 Creativity and Problem solving in Projects
3.2.3 Leadership without Power
3.3.2 management of Complex negotiations
3.1.1 Increasing the effectiveness of the Project manager
3.3.3 Customer relationship management in Project management
MANAGER Of COMPLEx PROjECTs
Being prepared for challenging tasks!
My GOALMy sTATUs
MANAGER Of A PROjECT MANAGEMENT OffICE
Becoming a carrier of project management
development in the company!
3.2.6 Coaching and Consulting Competence for Project managers
3.3.1 Cooperation of the Project owner / Project manager
4.1 management of Project Portfolios, Programs and project-oriented Companies
4.4 Creating and managing Project management offices
3.2.3 Leadership without Power
5.5 Projects as Instruments of Change
6.1 Process management Basics
Experienced Project Manager 10 days
Project Management Basics
1.1.1 Project Management Basics Part 1
7ProjeCt anD ProCess management
1.2 Project Management Basics Part 2
efficient execution, controlling and close-down of projects
In the seminar „Project management Basics Part 2“ you get to
know how to set up a professional controlling system to be able
to recognize and manage deviations in performance, time sche-
dules, resources and costs and eventually meet the objectives of
your project. moreover you learn how to close-down a project
successfully.
TARGET GROUPproject managers, project team members, certification candi-
dates
WHICH TOPICs ARE COVERED …Project Controlling Basics
Controlling costs, schedules, performance and resources
Change management
Integrated controlling
reporting
Creating the communication flow in projects
Develop and execute effective project meetings and
workshops
Project leadership tasks during project working phases
team management during execution, dealing with conflicts
managing the project close-down
AfTER THE sEMINAR yOU WILL BE ABLE TO ...control performance, schedule, resources and costs
close-down your projects successfully
document the lessons learned correctly to assist other
project teams
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also
available as
blended learning
training!
team building, project initiation and planning as a basis for project success
success in projects highly depends on the use of appropriate ma-
nagement tools. Professional Project management means using
relevant methods according to the circumstances, in order to
manage a project efficiently and effectively. Which means acting
within scope, cost and time schedule. nevertheless, the adminis-
trative effort is to be kept in a favorable balance with the bene-
fits derived.
on the other hand, the building of a functionable project team
that works together well and the communication with the re-
levant stakeholder groups are essential elements of successful
projects.
In the seminars Pm Basics 1 and 2 you learn to integrate compre-
hensive project and team management. Furthermore you will re-
ceive practical ideas for project execution, as well as tips for ma-
naging every phase of a project, from the start to completion.
TARGET GROUPproject managers, project team members, certification candi-
dates
WHICH TOPICs ARE COVERED …Project management methods – overview
review of developments and trends in project manage-
ment
responsibilities of project managers in the initiation
phase
Creating cooperation with the line organization
selection and development of the project team
Formulation of project objectives, development
of the project definition and stake-
holder analysis
Preparation Project-Kick-off
Pm methods for project planning
task, schedule, cost, and resource planning
risk analysis
Building an efficient project organization
AfTER THE sEMINAR yOU WILL BE ABLE TO ...start and plan your projects professionally
act and communicate successfully with your team and the
project stakeholders
employ project management methods appropriately
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1.3 Project 2 go
efficient and lustfully
You master your tasks well, are successful in daily business. nor-
mally, projects are not part of your duties. nevertheless, there
are certain smaller projects which should be managed by you:
organizing a trade fair participation, organizing an open Day
of your company, preparing an anniversary, preparing a larger
procurement, organizing an office relocation, ... You should deal
with these tasks in addition to your regular work – professionally
like an educated project manager! such tasks often become real
nightmares: one starts too late, forgets things, the time spent is
enormous, no budget is available, ...
It may be quite different: You have a good overview. there is a
simple but efficient planning, the persons involved have a lot of
fun and know their tasks. they like working together. successful
results and a satisfied staff are the reward!
What is the success formula? tested procedures and simple tools
provide a good overview and facilitate creative freedom and
pleasurable cooperation.
TARGET GROUPPeople who have to deal with small projects in additon to their
regular work and want to plan and organize them efficiently and
lustfully.
WHICH TOPICs ARE COVERED …Building a successful team without overstraining it
What has to be done? When has it to be done?
What effort is necessary?
Project management methodologies for support
Communication as an important success factor
How to integrate the stakeholders
How to celebrate a success
AfTER THE sEMINAR yOU WILL BE ABLE TO ...manage small projects well (e.g. organizing an event with
reasonable effort and without a nervous breakdown,...)
using the talents of the persons involved well
executing the project by means of simple tools
leading the team with pleasure and achieving the goals
successfully
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9ProjeCt anD ProCess management8 ProjeCt anD ProCess management
Methodological skills
2.1 ORGANIzATION & ENVIRONMENT
2.1.1 Positioning of projects in the company
2.1.3 Management of environment and stakeholders in agile projects
2.1.2 Agile approaches for projects
2.successful integration of projects
often, projects are seen as „enemies in the own bed“. sometimes
the communication with external stakeholders is easier to mana-
ge than with internal interest groups. therefore, a well-planned
positioning of the project is an important success factor. Who are
the decision makers? Who are the contact persons? How can in-
terfaces be managed? these are some of the questions looking
for answers in an early project stage, where many conditions are
still unclear.
TARGET GROUPProject managers, project owners, executives, project portfolio
managers, project management office managers
WHICH TOPICs ARE COVERED …roles, responsibilities and distribution of competences in
project organizations
organization & business
Processes in projects
stakeholder management & project communication
marketing & communication structures
Documentation & project information systems
AfTER THE sEMINAR yOU WILL BE ABLE TO ...optimize the organizational conditions for your next project
receive more management attention
bring more clarity into your project organization and your
project environment
DIDACTICs
We will be working on cases of the participants.
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systematical integration of interest groups
Usually, agile projects have a special closeness to their customers
and users. they try to record and translate their wishes and needs
on time. However, there are other interest groups, which often
have much influence on the achievement of the project objec-
tives. It is therefore of vital importance that the different stake-
holder groups are satisfied.
What is the success formula? You pursue an active environment
and stakeholder management in your agile projects. By paying
attention to the needs of your stakeholders you prevent conflicts
and missunderstandings.
TARGET GROUPPersons interested in active stakeholder management in agile
projects (especially customer contact persons, product managers
and team managers)
WHICH TOPICs ARE COVERED …methodical environment and stakeholder identification
relations with the project; draft of measures
management of environmental relations in agile projects
role-specific aspects
AfTER THE sEMINAR yOU WILL BE ABLE TO ...realize the benefits of active stakeholder management in
agile projects and understand and include the tasks and their
role-specific aspects
employ environment and stakeholder management in agile
projects
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How to introduce typical agile procedures into one‘s own project
although working as a project manager successfully you never-
theless actively pursue current developments in project manage-
ment, check new agile approaches and employ them into your
projects.
What is the success formula? You inform yourself about agile
procedures, train some of the elements and select fitting metho-
dologies and approaches for your projects to achieve even more
successful results. You find out the necessary changes in your pro-
ject management processes and culture and are able to provi-
dently take supporting measures.
TARGET GROUPpersons with project management experience and/or
education, interested in agile developments, wanting to
employ new agile approaches in their projects
persons involved in the transformation from „classical“ to
agile project management wanting to prepare themselves for
the upcoming changes in addition to an agile training
WHICH TOPICs ARE COVERED …agile methods in projects
mutualities and differences
Important elements of any project
excercises on typical agile procedures
What can classical project managers take from the agile
world?
What can agile project managers keep from the classical
world?
AfTER THE sEMINAR yOU WILL BE ABLE TO ...overlook typical agile methods and trends
consider essential differences and mutualities of classical and
agile projects
introduce selected agile approaches into your projects
identify important elements of both worlds and use them
correctly
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AgilePM
AgilePM
2.2.1 Advanced project management methodology
2.2.2 systematic and efficient project controlling
11ProjeCt anD ProCess management
2.2.4 Management of chances, risks and crisis in agile projects
2.2.3 Management of opportunities, risks and crisis
10 ProjeCt anD ProCess management
2.2 CONTENTs, DATEs, COsTs
modern controlling approaches for professional project steering
For many project managers, the achievement of the project ob-
jectives, plans and costs are challenging tasks. Finding an approp-
riate balance between content-related requirements/quality and
available resources (personnel, time, costs) is an essential success
factor.
TARGET GROUPProject managers, project controllers, project management
assistants
WHICH TOPICs ARE COVERED …Project controlling tasks
strategic and operative project controlling
recognizing and managing deviations in performance,
time schedules, resources and costs
Progress reports and indicators
earned Value analysis as a controlling instrument
expectation and forecast calculation in projects
Financial controlling
Integrated project controlling
Project score card as a controlling instrument
Preparation, facilitation and evaluation of controlling
meetings
Progress presentations to project sponsors
AfTER THE sEMINAR yOU WILL BE ABLE TO …apply project controlling methods which enable pro-active
project control
use controlling meetings and progress presentations for
efficient project control
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efficient working in projects
You already completed project management basic seminars and
employed project management methods in your projects. We will
deal with the following aspects: How to become an efficiently
working project team quickly? How can the requirements be
transfered into the project team efficiently? How can the project
process be controlled in a way that deviations become visible in
time? How to deal efficiently with claims? ...
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TARGET GROUPProject managers for customer projects, general contractor
projects,... with some experience
WHICH TOPICs ARE COVERED …Project initiation phase: Project definition and specification,
stakeholder analysis, risk analysis, types of project starts
Cooperation project organization – line organization:
selection of the project team members, distribution of
competences and responsibilities between the project
organization and the line organization, developing efficient
project structures
Project planning: structuring of the work packages, tips on
the planning of schedules, resources and costs
reporting and communications: optimization of the
information flow, construction of efficient communication
structures, decision making, escalation in projects
efficient controlling: Integrated project controlling,
management of changes, claim management
success factors for project management
AfTER THE sEMINAR yOU WILL BE ABLE TO ...set up a project team that is quickly able to work
detect deviations quickly
deal with claims efficiently
offer your lessons-learned for other projects
DIDACTICsparticipants are enabled to work out results on their own
laptops
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How to reduce the danger of project crises
Do you know this situation? there is an agile project – with a
motivated and fully operational team. However it cannot go
ahead because the technical clarification of the users could not
be obtained in time. the users are overworked and/or do not
have enough resources.
Very often potential risks do not receive enough attention,
neither in agile projects nor in „classical“ projects. the conse-
quences are the same: deviations of the project objectives; worst
case: project crisis or the cancelling of the project.
What is the success formula? You introduce active methodical
chances and risk management in your agile project world and
give it a high priority – especially in the project initiation phase!
You ensure awareness in your project team and control the riks
to reduce the danger of crises.
TARGET GROUPpersons interested in active risk management in agile project
management, especially scrum masters and Product owners
WHICH TOPICs ARE COVERED …Identification of chances and risks
Development of valuation principles for risks
steering of chances and riks in agile projects
role-specific aspects in riskmanagement in agile projects
AfTER THE sEMINAR yOU WILL BE ABLE TO ...recognize the importance of active chances and risk
management in agile projects, understand the taks and
responsibilities and role-specific aspects
employ risk management in agile projects
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Your projects always achieve their objectives? they are always in time and within the agreed costs? – You need not read on – this seminar is not for you!
Very often, not enough attention is given to potential risks and
opportunities in the project start-up phase. this can result in fai-
lure to achieve the project objectives, in project crises or in the
termination of the project itself. From statistics we know that
more than 40% of the projects are not finished according to their
frame conditions and objectives, and about 25% of the projects
have to be terminated.
The situation, however, may also be completely different: risks
and opportunuties are considered as valuable elements already
from the beginning, effective measures are defined and imple-
mented, in order to minimize risks and to maximize opportu-
nities. Plans include specific risks and opportunities and reflect
reality. the modifications during the project process do not cause
critical project situations. risks and opportunities are managed in
an active manner, the project team is able to keep the project on
course by implementing effective measures. .
TARGET GROUPPeople working in projects and interested in risk and crisis
management (project sponsors, project managers, risk
managers, team members, ...)
People preparing themselves for a certification
(according to IPma®- or PmI®-standard) wanting to increase
their knowledge regarding this topic
WHICH TOPICs ARE COVERED … methodical identification of opportunities and risks
Development of assessment principles for risks
Building and monitoring risk management systems
risk management in the various project phases
establishment of an early warning system to prevent project
crises
Ways out of a crisis, case studies for successful coping with
crisis
AfTER THE sEMINAR yOU WILL BE ABLE TO …apply risk and crisis management methods in any type of
project
identify and systematically resolve complex project situations
successfully solve „hopeless“ situations in projects
apply learned interventions in case of project crises
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AgilePM
2.3.2 Contract Design in Project Management
1312 ProjeCt anD ProCess managementProjeCt anD ProCess management
2.2.6 Management of requirements and changes
2.2.5 Quality Management in Projects
2.3 BUsINEss AND LEGAL AsPECTs
2.3.1 Claim Management in Projects
the importance of contracts for the project success
Well-designed contracts and a thoughtful communication and
negotiation strategy conclusively increase the probability of suc-
cess in projects.
TARGET GROUP(commercial) project managers, project portfolio managers,
project management office members
WHICH TOPICs ARE COVERED …Contract and contract partner
Cooperation with third parties
relevant types of contracts and basics of contract design
tenders, allocation and conclusion
sample contracts and checklists
advice for the design of contracts
Checklists and examples of contracts
AfTER THE sEMINAR yOU WILL BE ABLE TO …consider the legal consequences when designing a contract in
your project
use relevant types of contracts, sample contracts, checklists
and tips for your own project
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more success through high quality requirements
Various internationally conducted surveys show that a correct
management of the requirements is a key factor for more success
in project management. Clear, complete and consistent require-
ments are the basis for the project planning. Better requirements
enable an easier deduction of the work packages, better esti-
mates of the work packages as well as an easier more efficient
controlling.
TARGET GROUPProject managers, managers of the project portfolio manage-
ment, project management office staff
WHICH TOPICs ARE COVERED …Introduction of the requirement management
Influence factors
Basics of the communication theory
raising of the requirements, stakeholder management
Collection techniques
Planning of the collection phase
Working-out of the requirements
Functional requirements
Quality requirements
general conditions
Interfaces
Use cases
Quality assurance and quality improvement of the
requirements
review techniques
Linguistic methods
administration of the requirements
Documentation
Claim management and Change management
traceability
tools
AfTER THE sEMINAR yOU WILL BE ABLE TO …evaluate the quality of the requirements in your project
demand and verify improvements to be able to reduce project
risks and the potential for claims
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Producing quality instead of controlling quality
regarding the achievement of the project goals, reaching the
quality objectives is as important as meeting the schedule and
the costs. While schedule and costs generally receive high atten-
tion, quality is often taken for granted by internal and external
customers. there is little awareness that quality can be managed
and has to be managed like other aspects in project manage-
ment. the seminar supports you in finding a sound judgement
for quality management in your projects.
TARGET GROUPProject team members having to perform quality management
tasks, project managers with project experience, certified pro-
ject managers, project managers in quality sensitive industries
(health care, It, transport,...)
WHICH TOPICs ARE COVERED … Basics of quality management
Definition of quality objectives in projects
sections of a quality plan according to Iso 9001 and Iso 10005
Quality costs and benefits
selected methods and tools in quality management for quality
control (e.g. reviews, cause-effect diagrams)
Continuous improvement process (CIP) (implementation tips)
AfTER THE sEMINAR yOU WILL BE ABLE TO …define measurable quality objectives in your projects
select appropriate quality assurcance measures
apply quality securing measures
share a common language with quality managers
DIDACTICs
the topics will be worked out using participants‘ cases (if desired)
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successful managing and enforcing one‘s own interests through strategic claim management
In projects where different organizations are involved as clients
and contractors, claims and demands for rework inevitably be-
come a challenge to deal with, because they are seldomly com-
pletely covered by the project contract. the enforcement of
one´s own claims, and warding off foreign claims, is therefore an
important part of protecting one´s own interests. Well formula-
ted contracts which address the claim process (claim precaution,
detection, tracking, communication and negotiations) can help
immensely in alleviating claim issues constructively.
TARGET GROUPproject managers, managers of the project portfolio manage-
ment, project management office members
WHICH TOPICs ARE COVERED …Basics of the contract creation
Collaboration with third parties
Detecting claims, placing and rejecting them in the various
project phases
Project documentation, reporting, regular meetings as a
means for claims
active dialog as a successful factor for the finding of peaceful
solutions
tips and experiences with negotiations for the finding of
agreements
enforcing or rejecting claims in legally sensitive situations
without destroying of the relationship with a customer
negotiation strategies
AfTER THE sEMINAR yOU WILL BE ABLE TO …apply the most important legal concepts
employ suitable communication forms for a successful claim
formation and claim management
use suitable negotiation strategies
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2.3.6 Business simulation for project managers
2.3.5 Procurement Management in Projects
2.3.3 Commercial skills for project managers
2.3.4 Developing and writing an effective Business Case
successful project approvals
successful Project management is about delivering projects on
time, within budget and to specification. But equally important
is to deliver the business benefits to the customer. the bridge
between customer benefits and project is the business case.
moreover, project approvals and management commitment for
projects are based on thorough, comprehensive but concise pre-
sentations of the business cases. It is therefore crucial to create a
sound business case for every single project.
TARGET GROUPsProject managers and team members who have to develop
convincing business case reports and presentations
WHICH TOPICs ARE COVERED … Identification of the issues and/or opportunities for which
the project is needed
Description of the recommended solution vs. alternative
solutions
step-by-step approach of the business case development
Performing a cost and benefit analysis:
Definition and calculation of revenue and cost drivers
assessment of the overall budget: people, money and
time to deliver and realize the benefits
Implementation plan
Key success factors and risk assessment
template and outline for a business case report and / or
presentation
AfTER THE sEMINAR yOU WILL BE ABLE TO …understand the expectations of the target audience for
business cases in order to obtain commitment and
approval for the projects
develop convincing business case reports and
presentations
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Commercial competence brings more success in project management
„money makes the world go round”, is a slogan that applies to
projects as well - regardless of the project type. Project managers
have to „sell“ their project at the beginning. During the working
phases various key figures are demanded. at the end of the pro-
ject the financial result is an important influence factor on the
project success – and the success of the project manager!
TARGET GROUPProject managers and project team members wanting to develop
their managerial accounting skills and their project
WHICH TOPICs ARE COVERED ...Basic accounting terms and methods
Integrated project and enterprise planning
Project calculation, economic efficiency studies
Project controlling
economic project data, operation figures
AfTER THE sEMINAR yOU WILL BE ABLE TO ...understand your colleagues of the commercial departments
(e.g. controlling) better and you can join the conversation on
key indicators. this will improve the cooperation considerably!
„sell“ your project to external and internal customers and
negotiate better.
employ different commercial methods in your project.
actively control projects through finance data and eventually
improve the financial results of your project and your
company.
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Playfully experiencing business administration
many project managers are not exactly pleased to perform the
commercial tasks of the project. they prefer to focus on the
content-related aspects, the schedule and quality or they are
not well trained in business matters. Profitability calculations,
well structured costs and an up-to-date controlling of costs and
efforts are therefore often performed by the corporate control-
ling department or only to a very limited extent. successful project
execution, however, also involves managing the financial
aspects.
The situation may also be completely different:
With the help of a simulation, the life cycle of a project from
the profitability calculation to the project close-down is gone
through. Complexity is reduced by using a consistent game
situation, and relations are depicted.
TARGET GROUPProject managers, project team members who are interested in
enhancing their business competencies.
WHICH TOPICs ARE COVERED ...Project profitability calculation
Project planning as basis of project calculation
management of risks, stakeholders and team
Project controlling tools (forecasts, …)
Integrated project controlling
Consideration of the interests of corporate controlling and
project sponsors
Project close-down and evaluation
relation between project and company from a financial and
accounting perspective
AfTER THE sEMINAR yOU WILL BE ABLE TO ...assess the effects of commercial decisions on the projects and
the company
apply the most essential economic methods in project
management
DIDACTICsUsing the simulation „Experiencing business administration in
project management“ in combination with inputs, discussions
and reflections.
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Professional procurement processes secure the project success
the procurement of goods and services represents a critical suc-
cess factor in many projects. Insufficient specifications, mistakes
when selecting suppliers and improper contracts are not only
influence factors on the costs and the duration of the project.
they may as well affect the quality of the project. often the per-
formance of a supplier reflects the performance of the project
team. You will get to know the most important methods of the
procurement management in projects and we are working out
tools which can be directly employed by you in your project.
TARGET GROUPProject managers, project team members wanting to improve
the procurement process in their project
WHICH TOPICs ARE COVERED ...Procurement planning (make-or-buy analysis, specification, ...)
overview on common types of contracts and conditions
tenders
methods for the assessment of suppliers and selection of
suppliers
Contract management and conclusion
Cooperation with other departments (procurement,...)
negotiation skills
Interface quality management and risk management
trends in procurement management
AfTER THE sEMINAR yOU WILL BE ABLE TO ...consider the different contract types and their consequences
on the project
decide which tender procedure has to be employed
apply the different tools of procurement management in your
project
conduct negotiations confidently
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2.4 TOOLs
2.4.2 Planning Workshop with Ms Project
2.4.3 Professionally managing complex projects with Ms Project, Mindjet® and Ms Excel
2.4.1 Ms Project made easy
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Creative planning and efficient usage of project ma-nagement software
Projects often have to be initiated, planned and started within a
short period of time. many project management software tools
promise facilitation - in reality, however, their implementation
often ends in long training times, and therefore in restricted ca-
pacities for the steps mentioned above. thus, an appropriate
balance between the implementation of software tools and a
„traditional“ planning approach is an essential success factor for
a time and cost efficient project start-up.
TARGET GROUPProject managers
WHICH TOPICs ARE COVERED …Project initiation – How to ...
define a project charter
implement project planning under time, scope and budget
constraints
draft a project from the information of the project charter
draw up the tasks that have to be determined in a workshop
transfer the tasks into controllable work packages
usefully sequence work packages in order to utlize time and
resources in the best possible way
Tool implementation (Ms Project 2007) – How to ...
incorporate the work breakdown structure into a software
tool
adjust the basic settings of ms Project in order to facilitate
usage
enter, change, complete / remove resources and durations
avoid planning traps
calculate costs per work package as well as costs for the entire
project
use ms Project for time and cost controlling
adjust screen and print layout to target group specific
applications
Non objectives: the workshop is neither a classical software
training nor a product presentation of microsoft!
AfTER THE sEMINAR yOU WILL BE ABLE TO … find a proper balance between creativity techniques, structuring
and software support in your projects. moreover, efficient fields
of application of ms Project 2007 as supporting tool will be pre-
sented.
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efficient use of the project management- methodology in ms Project
ms-Project is a market leader in the area of project management-
software and has proven to be a good tool for professional pro-
ject planning and controlling. nevertheless, the abundance in
tool features requires a specific adaptation for the efficient use
of the project management-methods.
this seminar is held by experienced ms-Project and Project
management professionals. It is based on project management
fundamentals and offers to the participants the possibility to
receive a quick and easy guide for the work with the tool.
TARGET GROUPProject managers, project team members, project assistants
WHICH TOPICs ARE COVERED … task and time planning
graphic creation of schedule plans
easy approach for the planning of resources and costs
Introduction to time controlling
Non objectives: the workshop is neither a classical software
training nor a product presentation of microsoft!
AfTER THE sEMINAR yOU WILL BE ABLE TO …realize the classical project management process with
ms Project
understand strengths and limitations of ms-Project
use ms Project acording to the tips from hardcore users
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are you familiar with the following situation? there is a customer order – everything has be done very quickly: deadlines, resources, mile-
stones, procurements, contracts. everything must happen simultaneously. even though it is not clear yet who does what and until when, and
what is exactly included in the order. a work breakdown structure must be developed – but how? Defining work packages – how exactly
is this done? How can I derive them from the contract? How can I ensure that the project team knows the tasks and the claim potentials?
Developing a time schedule, but how can I integrate the work package specification? and at the time the project has been started: How can I
immediately recognize when the costs are getting out of control, where I have to set a claim? even if there is an erP-system involved, the data
is not sufficiently up-to-date to be able to react in a timely manner.
MODULE 2this module addresses persons needing the complex topics resour-
ce coordination and resource optimization in their projects; it is es-
pecially suitable for companies that manage staff-intensive projects
(e.g.engineering projects).
resource coordination and resource optimization with ms Project
Performance monitoring and monitoring of the labor hours and
accumulated costs based on work packages, using the integration
of ms excel with ms Project
establishing full traceability and developing a basis for
professional claim management
PRECONDITIONms Project and mindjet® on your own laptop
Project management knowledge (resource management, project
controlling)
Knowledge about working with ms Project , mindjet® and excel.
Very good knowledge of excel is required, otherwise the module
„Preparation“ is recommended.
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MODULE 1struturing a project: from the contract to the work breakdown
structure and schedule
tasks:
struturing a project on the basis of a written customer order
Deriving transparent work packages for the project team
directly from the contract
Important elements of the customer order:
Defining performance limitations
structuring the projects into work packages, directly from the
contract
structuring in distributed teams
Developing a work package-related time schedule
Basis for a potential claim strategy
PRECONDITIONms Project and mindjet® on your own laptop
Project management knowledge (task and time scheduling)
Knowledge about working with ms Project and mindjet
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Integrated project planning & controlling with ms office tools
PREPARATION MODULEthis module provides the participants with the ms Project, mindjet® and ms excel knowledge needed for their useful and efficient applica-
tion. With the help of the trainer´s practical reference, the module is focused on those elements which can be applied in practice.
AfTER THE sEMINAR yOU WILL BE ABLE TO …apply ms Project, mindjet and ms excel regarding project calculations
PRECONDITIONms Project, mindjet and excel on your own laptop
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TARGET GROUPProject managers, Project portfolio managers, Pmo-members
AfTER THE sEMINAR yOU ARE ABLE TO …structure your project in work packages – taking into account the contractual provisions and requirements – and to develop a work
package-related project schedule
perform the project planning with distributed teams, if required
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TIPP: Preparation
module
3.1.1 Increasing the effectiveness as a project manager
3.1.2 Efficient Time and stress Management for Project Managers
3.1.3 KREANAR: Creativity and problem solving
social skills
3. 3.1 sELf-COMPETENCE
19ProjeCt anD ProCess management
make the most of your talents
as a project manager you repeatedly have the impression that
your tasks are rather exhausting and laborious. there is not en-
ough time for those activities that would make the project spe-
cial. there is much pressure, also because troublesome work pa-
ckages are often started as late as possible. joy and enthusiasm
fade.
It may be quite different: the project team acts as a committed
team. tasks are picked up pro-actively and performed with great
enthusiasm. the project teams culture is characterized by crea-
tive solutions and mutual joy when celebrating successful miles-
tones!
What is the success formula? If you know your talents and perso-
nal strengths a joyful, goal-oriented, high-quality assignment of
tasks becomes possible. the knowledge of one´s own personality
and values is the basis for the building of a project team that is
able to perform excellently because of it´s diversity.
TARGET GROUPProject managers and project team members interested in a
strengths-based assignment of tasks and an improvement of
the project culture.
WHICH TOPICs ARE COVERED …the own personality (talents, strengths, potentials)
strenghts-based assignment of tasks
Values and principles as a basis for the project culture
Developing of values in the project
Being a role model of values (frankness, reliability, high
regard,...)
Individual setting of goals in projects, evaluation
Project success and enthusiasm by means of a good
organization of work
AfTER THE sEMINAR yOU WILL BE ABLE TO ...assess yourself better
set motivating goals for yourself and your team
employ your own talents and strengths well-directed
realize the benefits of your project team members and use
them to the advantage of the project
lead the project to success with joy and enthusiasm
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We like to take your problems!
as a project manager you are
often confronted with situa-
tions and problems which you
would like to solve with ease.
the project management of-
fice likes to sell the projects
in a creative way. In the tight
schedule of a project manager
creativity is often reduced to a brainstorming. accepted project
plans often create a kind of cage.
Kreanar = short modules, flexibly selectable online blocks (skype)
and an optional participation in the network „Kreanarren“
(access for 6 weeks to a platform of seminar participants where
problems are solved in a creative way).
TARGET GROUPProject managers, project management office members and con-
sultants accompanying creativity processes, project team mem-
bers
WHICH TOPICs ARE COVERED …Classroom modules (4h and 3h): Basics of creativity processes,
tips for the definition of problems, the most important
creativity and problem solving techniques, decision processes
in the project team, roles in the company
online block 1: What to do when there is a lack of creativity ...
online block 2: Creativity in virtual teams: techniques and
tools
online block 3: always trouble in the team: How to respond
creatively ...
online block 4: selling ideas creatively
AfTER THE sEMINAR yOU WILL BE ABLE TO …enable and facilitate creative solutions in the project team
and with single persons
master tricky situations ceratively
DIDACTICsWorking „kreanarrical“ – flexibly, virtual and face-to-face,
with body brain and head brain; We work on your issues!
20% impetus, 40% case studies, 40% self experience
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Prevention measures for an emergency
In projects a lot of stress arises by tight schedules and the coope-
ration with many different stakeholders. this situation can result
in a burn-out – which can put the project at risk and result in
physical and mental illnesses. to be able to carry out your projects
successfully without exhausting your energy reserves, an effici-
ent time management and stress management is necessary. You
become acquainted with efficient prevention measures, practice
them in the proteced seminar environment and are enabled to
apply these measures after the seminar in your project.
TARGET GROUPProject managers and proejct team members wanting to prevent
burn-out and other physical and mental illnesses
WHICH TOPICs ARE COVERED ...What is stress? / How stress arises / effects of stress
eisenhower matrix
time sovereignty / Dealing with interruptions and time thieves
Personal stress factors and stress patterns
the own value system
Prevention measures
AfTER THE sEMINAR yOU WILL BE ABLE TO ...deal with your personal resources more effciently
set priorities and structure your work day in a better way
use eustress as a motivating force
deal with your personal stress factors in a better way and
know how to avoid them
maintain your inner balance even in stressful situations
integrate your own values in your working day
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Classroom
Module1
0900 –1300
Classroom
Module2
1600 –19004 online blocks
Kreanar Network (skype)
3.1.5 Ethics and Compliance in Project Management
3.1.6 Action!3.1.4 Developing presentations in projects
3.1.7 Moments of truth for project managers
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social responsibility in Project management
ethics as an issue is increasingly becoming an integral part of
project management. modern project management standards
address issues of ethics and values in the project management
context and companies engage in topics such as Csr and com-
pliance.
TARGET GROUPProject managers, Project team members
WHICH TOPICs ARE COVERED …ethics and the importance for project management
Integration of human rights in economics
Corporate social responsibility (Csr) and project management
areas of tensions for project managers
stakeholders and their expectations
Project goals and results
Values and ethics and their impact on the project risks
Compliance and corruption
AfTER THE sEMINAR yOU WILL BE ABLE TO ...appoint significant aspects in the field of ethics
reflect your own values
consider intercultural aspects
DIDACTICs
Practical benefits by working on issues of the participants
Case studies
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targeted presentations in a listener-oriented way
a significant part of the project managers’ work consists of the
development and delivery of presentations to different audience
groups – i.e. management, project sponsor, team as well as sta-
keholders – and on different topics, i.e. the business case, project
plan, project status, crisis management, project closure. While
each project is new, the project presentations seem very repeti-
tive and time consuming for both their developers and the audi-
ence. It is therefore even more important in projects to develop
concise, structured and targeted presentations that reach their
goals faster and more effectively.
TARGET GROUPProject managers who have to make presentations to
different audience groups
WHICH TOPICs ARE COVERED … analysis of the audience and its needs to provide a basis
for the correct presentation format
the key message as foundation of the presentation
Creation of structural drafts of the content for better
understanding
Preparation of the introduction, the essence and the end
of the presentation
story-telling as a red thread through the presentation
Charts as a means to transfer the message easier
templates for typical presentations in projects
Presentation of sensitive topics (business case, project
plan, project status, …)
Presentation of a library of potential useful charts, incl.
respective charts on electronic format
AfTER THE sEMINAR yOU WILL BE ABLE TO …prepare information in a listener-oriented way
create clarity through structure
generate comprehension through insightful visualizations
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Learning by doing
You are facing a new situation in your project and want to practi-
ce in a protected respectful atmosphere? You want to get im-
mediate feedback on the basis of qualified implementation tips?
You and your needs are at the center of this seminar which is
all about „doing“. the focus lies on your personal experience.
there is no elaboration of theoretical scenarios. You determine
the subject, the trainer develops the framework in which you can
practice the project realistically but without risk.
TARGET GROUPProject managers having to face a specific difficult challenge
wanting to practice in another frame and to realize the impacts;
project managers with frequently recurring situations (e.g. pre-
sentations to the project owner) wanting to practice and receive
feedback
WHICH TOPICs ARE COVERED … You choose which topics you want to experience, e.g.:
Communication: meetings with / without interruptions,
presentations, delivering bad news
teamwork: Hiring and dismissing project team members,
performance review discussions, negotiating resources,
conflict discussions
Important situations in projects: acceptance discussion with
the client, change requests, specification of the project
content with clients / stakeholders, negotiation situations,
setting of claims
AfTER THE sEMINAR yOU WILL BE ABLE TO …translate the professional feedback into your specific situation
optimize typical project situations by practicing them
avoid typical mistakes
DIDACTICsKey facts: no theory, working on the participants‘ situations
or typical project situations, qualified, precise, appreciative
feedback, practicing of different approaches, ...
the participants send their situation in advance to the trainer
so that a quick entry is possible.
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energy efficient project management with maximum effect!
Project managers have limited time and budget to implement
their demands on their role and associated tasks. multiple pres-
sures combined with countless contradictions in their projects can
trigger negative stress and as a result reduce the effectiveness.
the feeling of advancing loss of control is confirmed in constant
last-minute rescue actions. many tasks remain unfinished or an
open issue.
Maximum Impact! successful project managers indentify at an
early stage situations with a leverage effect. they prepare them-
selves for each moment of truth thoroughly. Because project ma-
nagement energy is to be used only where it is effective! take
your personal advantage of our 20 years of experience with 360
companies and 36.000 project managers! this workshop will help
you identify the moments of truth in your own project and to be-
nefit from them. You will receive tips that cannot be found in any
project management book and which will support your personal
preparation for your next moment of truth!
TARGET GROUPexperienced project managers
WHICH TOPICs ARE COVERED … moments of truth and communication
moments of truth in the project management phases:
Preliminary project / sales process
start-up and planning process
Working phases and controlling process
Close-down process
Personality as an important influence factor
AfTER THE sEMINAR yOU WILL BE ABLE TO …identify your moments of truth and take advantage of them
DIDACTICsVirtual kick-off, presentations, role-plays, group discussions
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3.2 TEAM-COMPETENCE
3.2.2 Teamwork in Project Management
3.2.3 Leading without power3.2.1 Communication and conflicts in Projects
2322 ProjeCt anD ProCess managementProjeCt anD ProCess management
3.2.4 Leading of intercultural, dislocated teams
t.e.a.m. = great! someone else does it!
Project management is teamwork - that is evident and has been
heard and experienced. In project management this means: You
as a project manager are responsible and depend on the support
of your project team to achieve the project objectives. teamwork
has potential (e.g. creative solutions, useful differences, produc-
tive exchange,...) and there are some riks (e.g. futile conflicts,
egoism, unclear distribution of responsibility,...). What does the
personal understanding or non-understanding within the team
contribute to the project success and what can you personally do
to promote team work? there has to be a good balance between
common achievement and the work of single team members,
between social intuition and the legitimate demand for a good
performance. this seminar offers tools and possibilities to find
this balance.
TARGET GROUPProject managers, project team members
WHICH TOPICs ARE COVERED … Phases of team development and team composition
Dealing with different personalities
Frequent motivation and demotivation factors
seccessful delegating of tasks
techniques for problem solving
Basics of group dynamics
AfTER THE sEMINAR yOU WILL BE ABLE TO … integrate different personalities into the team
delegate clearly and demand results successfully
realize the stage of development of your project team
leading of problem solving meetings
recognize problems and develop solutions as a team membe
DIDACTICsWe work on the topics of our participants!
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the impact of constructive communication on project success
surveys show that project managers and team members are quite
often up against difficult communication situations and conflicts.
nowadays it is a mUst for project managers, to provide a pro-
fessional project information system and to identify and resolve
conflicts in projects in a timely fashion.
TARGET GROUPProject owners, project managers, project team members
WHICH TOPICs ARE COVERED …Fundamentals of successful communication in projects
methods and tips for building a project information system
the meaning of conflicts in projects
origin of conflicts, specific types of conflicts in projects
tips for the early recognition of conflicts
getting to know different solution patterns
Conflict resolution
model procedures for the treatment of conflicts
Conflict presentation / conflict conversation
Dialog as an instrument to minimize conflicts
the integrated project information system
AfTER THE sEMINAR yOU WILL BE ABLE TO ...reflect on personal communication and conflict behavior in
project work.
use concrete methods of resolution and know how to resolve
current issues.
employ strategies to avoid typical conflict areas in projects.
DIDACTICs
role plays
Working on real cases
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Which leadership approaches work in complex projects?
You are a project manager, but not a line manager? You are a
project manager for complex projects with many different part-
ners in different organizations? - then you probably know the
feeling when you have to and want to move forward in your
project and at the same time are not able to put your foot down.
In this context leadership has to inspire and to define a suitable
framework for efficient handling. the aim is to set appropriate
interventions in a complex social system without constantly ha-
ving full control. there is no recipe available that always works!
there will be inputs, suggestions and examples of best practice
to reflect on and – when appropriate – to integrate in one´s own
actions. Leading without power becomes possible if you go your
own way!
TARGET GROUP experienced project managers
Project managers with complex projects
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WHICH TOPICs ARE COVERED … Leadership challenges in project management
Vision and goal development for complex projects
Integration of partial results and management of deviations
establishing of a project culture and project identity
Project managers as authentic leaders
Dealing with uncertainty and ambiguity
Using of learning opportunities, reflection on the process
exchange of experiences and self-reflection
AfTER THE sEMINAR yOU WILL BE ABLE TO …recognize und understand the tensions in the leading
situation
reflecting the basics for authentic leading
managing leading tasks in the project start-up phase
Dealing with leading conflicts in projects
managing leading tasks in the project close-down phase
effectively
DIDACTICsWorking on real project situations. group reflections
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successful international projects
the globalization trend has created higher cost pressure. to be
able to cope with this pressure companies distribute tasks to
various geographic locations, thereby creating dislocated inter-
national teams. the physical separation of teams complicates
team communication and developments. It is much harder to
develop trust and commitment within the team. Different
cultures require the development of a specific project culture,
rules on how to interact.
TARGET GROUPInternational project managers
WHICH TOPICs ARE COVERED … Characteristics, limitations of dislocated teams
Consequences on the various project phases
necessary organizational measures and rules
Intercultural differences and their meaning for the project
success
Development of a specific project culture
Flow of information, commitment and quality of work
Decision-making
Helpful tips and tricks
employment of technical equipment
electronic devices and their impact on the cooperation quality
AfTER THE sEMINAR yOU WILL BE ABLE TO …manage dislocated, intercultural teams
integrate lessons learned into your own projects
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3.2.6 Coaching and Consulting Compe- tence for project managers
3.2.5 successful project conversations and meetings
2524 ProjeCt anD ProCess managementProjeCt anD ProCess management
3.3.1 Cooperation project owner / project manager
3.3.2 sucessfull managing of complex negotiations
3.3 ENVIRONMENTAL sKILLs
How to achieve efficient and respectful meetings
You spend a lot of time in meetings, however, you have the im-
pression, that most of them are not really purposeful. Partici-
pants talk past each other, are late or have to leave earlier. some
of them read their e-mails during the meeting. moreover, your
performance in the meetings is not the way you want it. You wish
to behave competently and objectively. But it happens again:
personal attacks, killer phrases, ... In this seminar you become
acquainted with a lot of methods and tools enabling you to exe-
cute your meetings more successfully. You will try these methods
out in some role plays and project simulations and find out which
of them are the most efficient for you and your company.
TARGET GROUPProject managers, project team members
WHICH TOPICs ARE COVERED …
Facilitation techniques for different types of meetings
Dealing with complicated situations
Creativity techniques
Visualization and use of media
solution- and resource-oriented questions
active listening
AfTER THE sEMINAR yOU WILL BE ABLE TO ...use the tools and methods you learned in the seminar in your
meetings
employ your advanced facilitation style in your project
meetings
perform efficient and respectful conversations and meetings
use questions and active listening as a controlling instrument
in your conversations
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expanding one‘s own leadership competencies and team development abilities
You have to manage some projects simultaneously. You are con-
fronted with those challenges that project team members are
not able to solve themselves. the expectation is that you as a
senior executive or a project manager make decisions and give
purposeful assistance. tough project situations and conflicts are
becoming more frequent. You experience your projects as stress-
ful and exhausting.
It could be quite different: Complex projects require not only
management know-how, being able to employ systemic questio-
ning, reflecting of the process and understanding of the orga-
nizational contexts. Project team members learn by asking the
right questions how to help themselves, to recognize blockages
and to act independently. executives with a „coaching attitude“
lead their employees not only to achieve the goals but to an in-
creased self-competence. Due to a certain distance to the project
creative alternatives are available.
What is the success formula? If you are aware of your attitude
towards other people you are authentic and efficient. Properly
applied Coaching offers valuable support to develop objectives
and solutions for projects and project managers. .
TARGET GROUP members of the project management office, project managers,
consultants, coaching project managers
WHICH TOPICs ARE COVERED …
Differentiation between professional consulting,
organizational consulting, system consulting and coaching
Understanding the role of a coach, adapting to the situation
Principles and methods for coaching in projects
Coaching as a support of the leadership work or consulting in
projects
elements of the coaching process
situation and problem analysis
Development of idea and solution alternatives
Dealing with opposition
Defining concrete goals and measures
Planning and controlling of implementation
AfTER THE sEMINAR yOU WILL BE ABLE TO …deal with coaching requests in the right way
apply coaching methods in projects or to distance yourself
choose between different alternatives in challenging project
stages and coaching situations
be more mindful and authentic in non-coaching situations.
You receive the key for self-coaching!
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What you as the project owner can contribute to the project success
the role of the project owner is crucial in the project context.
However, often this role is not performed in accordance to this
importance. Clear agreements, realistic project goals and out-
spoken expectations are essential for the cooperation.
TARGET GROUP Project owners, members of the steering committee, executives,
project managers.
WHICH TOPICs ARE COVERED … Project management for project owners and executives
overview on the most common project management methods
and project management processes
role perception project manager / line manager / project
owner
the project owner in the start-up phase
assignment of projects
Provision of resources
agreements between project manager and project owner
the project owner in the working phases
Changes and difficulties in projects
acceptance of results
reporting and reconcilement of project schedules and plans
the project owner in the close-down phase
acceptance of the project
formal and informal project closing
Cooperation between the project owner and the project
manager
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enhancing your project-oriented negotiation skills
During negotiations with customers, suppliers, project sponsors
or functional managers, project managers often face challenging
situations. Presenting the project in different committees is an
essential task in the project process. Presentations are often deci-
sive for the project´s chances of success.
TARGET GROUPthe seminar addresses project managers who have already made
experiences with project presentations and negotiations, and
who want to enhance their skills in these fields.
WHICH TOPICs ARE COVERED …Basic principles of successful presentations
Performing complex negotiations
recognizing and countering manipulations in negotiations
active dialogue as a success factor
AfTER THE sEMINAR yOU WILL BE ABLE TO …use professional preparation techniques for your negotiations
develop negotiation strategies
recognize and professionally deal with the complexity of
negotiations
present your own concerns in a target group-oriented way
successfully apply control mechanisms in negotiations
apply learned possibilities for closing negotiations
professionally evaluate negotiations
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AfTER THE sEMINAR yOU WILL BE ABLE TO …arrange the cooperation between project owner and project
team professionally
work out solutions for typical problems
bring in methodical project management know-how for line
managers and project owners
discuss the importance of project management for the company
work out the importance of professional support for projects
and project portfolios
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3.3.4 The project manager as entrepreneur
3.3.3 Costumer Relationship Management in Projects
2726 ProjeCt anD ProCess managementProjeCt anD ProCess management
4.1 Management of project portfolios, programs & project-oriented companies
Project management in the company
4.From an administrator to a creator
If projects are considered as temporary companies within the
company, this requires entrepreneurial skills on the part of pro-
ject managers - entrepreneurship. given appropriate organiza-
tional framework conditions, project managers should identify
and pro-actively use their opportunities as entrepreneurs. „From
an administrator to a creator“: less management, more leader-
ship. generalist instead of specialist. From experience we know:
today´s project entrepreneurs are tomorrow´s top executives.
TARGET GROUPmanagement, project management office managers, project
managers
WHICH TOPICs ARE COVERED … Identifying projects as companies within the company
the project manager as his/her project´s general manager
managing the business case
Possible entrepreneurial areas of the project manager during
the project life cycle: contracting, dealing with claims and
changes, team management and leadership, procurement and
quality management
Integrated controlling system for the project manager, in
order to control his/her „temporary company“: costs
including a Cmt indicator system, performance, controlling
of time schedule and milestone performance, quality control,
reporting system
attitudes and approaches of the temporary entrepreneur in
typical project situations
management of contradictions in project organizations
early management of opportunities and risks
own behavior in critical project situations
AfTER THE sEMINAR yOU WILL BE ABLE TO ...apply entrepreneurial thinking and acting
develop a clear picture of entrepreneurial responsibilities for
you as a project manager
perform your core tasks during the project life cycle:
starting the project company
Controlling the project company
Leading the project company
DIDACTICs
experience-orientated project simulation
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Increasing project success through consequent cus-tumer relationship management
successful project managers do not only pay attention to the
project´s tasks and the team, but especially to the relationship
with their customers. Understanding the customers´ perspec-
tive, recognizing and considering their specific needs and wishes
without threatening the own project goals determines the suc-
cess and quality of the relationship. these factors substantially
contribute to the acceptance of the results and to customer sa-
tisfaction.
TARGET GROUPProject managers, project team members
WHICH TOPICs ARE COVERED … Different interests of customers, different roles (stakeholder
management)
Customer service cycle
successful communication strategies with customers
Finding the balance between „to please the customer in every
way“ and „to focus on maximal project profit“
Pre-sales phase: creating confidence, presenting projects
emphasizing their benefits, winning tenders
Project start-up phase: establishing a working relationship,
agreeing on rules
Project control: managing changes, finding a balance
between customer-orientation and project goals
Project close-down: evaluating relationships, developing
customer references, making use of cross-selling opportunities
Post-project phase: leaving a lasting positive impression
AfTER THE sEMINAR yOU WILL BE ABLE TO …see and lead projects in an entrepreneurial way
actively and successfully manage the customer relationship in
projects
successfully manage typical and delicate situations in different
project phases
establish excellent customer and service-orientation as a
guiding principle
apply tools to optimize customer-orientation in projects
successfully perform sales conversations in projects
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Controlling projects across the enterprise
Due to the increasing number of projects, the need for suitable
instruments to professionally and interdepartmentally control
the projects and programs of a company rises. Project portfolio
management deals with the effectiveness of projects. the holis-
tic and strategic consideration of a company´s project landscape
shall support the company´s success.
TARGET GROUP managers, responsible for portfolios, Pmo managers,
project managers responsible for several projects or programs
WHICH TOPICs ARE COVERED …elements, success factors and benefits of project-oriented
companies
Project management maturity in organizations
Difference between project portfolio management and
program management
methods and organizational structures of project portfolios
methods for the selection and prioritization of projects
systematic coordination and controlling of project portfolios
reporting and analysis
Programs to integrate company strategies
standards for the optimization of project processes
organization and processes in project-oriented companies
AfTER THE sEMINAR yOU WILL BE ABLE TO …describe different organizational forms of project-oriented
companies
formulate processes such as assigning new projects,
controlling programs... in your own company
establish reporting structures for project portfolios and
programs
systematically structure and control project portfolios
select the right projects
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4.3 Cooperation project owner / project manager
4.4 Establishing and managing Project Management Offices
4.5 Projects as change management tools
29ProjeCt anD ProCess management
4.2 Project Portfolio and Program Management – blended learning
28 ProjeCt anD ProCess management
What you as the project owner can contribute to the project success
the role of the project owner is crucial in the project context.
However, often this role is not performed in accordance to this
importance. Clear agreements, realistic project goals and out-
spoken expectations are essential for the cooperation.
TARGET GROUP Project owners, members of the steering committee, executives,
project managers
WHICH TOPICs ARE COVERED … Project management for project owners and executives
overview on the most common project management methods
and project management processes
role perception project manager / line manager / project
owner
the project owner in the start-up phase
assignment of projects
Provision of resources
agreements between project manager and project owner
the project owner in the working phases
Changes and difficulties in projects
acceptance of results
reporting and reconcilement of project schedules and plans
the project owner in the close-down phase
acceptance of the project
formal and informal project closing
Cooperation between the project owner and the project
manager
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systematically managing organizational develop-ment projects
„How can I change my company in a particular direction?“. there
is no simple answer to this question, too many influence factors
make this task a complex project. affected topics include projects
which change the work place situation, team culture or even re-
organizations of the entire company.
What is the recipe for success? If there are motivated personali-
ties, team spirit, inspiring goals and the ability to professionally
initiate, control and support change processes, a successful chan-
ge process will be possible. Knowledge of the effect of one´s own
personality is a key success factor.
TARGET GROUP organizational developers, project managers of internal change
projects
WHICH TOPICs ARE COVERED …Projects, project management and change
Initiating and designing change
effectiveness of changes
successful attitudes for change processes
Integrating individual and relational factors as well as
context factors
Identifying the corporate culture / corporate identity
Conflict management
supporting projects in crises, limitations of involvement
Disturbances in organizational development processes
AfTER THE sEMINAR yOU WILL BE ABLE TO … apply methods of conflict reduction and crisis management in
change management
recognize, pro-actively reduce or constructively integrate
blockades and resistances of people affected and involved
identify sources of conflict, topics which may cause conflicts
and conflict potentials in change processes
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Further development of project management as a complex management task
status quo in many companies: projects are executed indepen-
dently of one another, existing project management standards
are used only partly or are re-invented over and over again. re-
sult: synergies between projects are not used, vital project ma-
nagement know-how is lost.
What is the recipe for success? Based on the assessment of the
organization´s project management maturity - with the help of
a proven system - potentials for efficient improvement measures
can be derived. these may comprise the development of the
project managers´ competencies, incentive systems and project
management career paths, the introduction of processes and
tools, working on culture and responsibilities. Implementing and
further developing of project management as the task of a re-
sponsible team ensures its successful implementation.
TARGET GROUPFuture and active managers and employees of Project manage-
ment offices, persons responsible for project management
WHICH TOPICs ARE COVERED …Development levels in project management; assessing the
maturity level as a basis for further development
Initializing and establishing Project management offices
Definition of Pmo services, roles, processes and tasks
Integration into the existing organization
Identification of development potentials
Practice-oriented concept for building up and securing a
knowledge structure
Career and incentive systems
AfTER THE sEMINAR yOU WILL BE ABLE TO ...apply maturity models as analysis tools for your organization
develop project management success factors for your
organization
use lessons learned from various Pmo implementation
projects
apply a consistent concept for the establishing of a Project
management office
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AfTER THE sEMINAR yOU WILL BE ABLE TO …arrange the cooperation between project owner and project
team professionally
work out solutions for typical problems
bring in methodical project management know-how for line
managers and project owners
discuss the importance of project management for the company
work out the importance of professional support for projects
and project portfolios
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Blended learning with management simulation of portfolios and programs
In the e-learning module, you have the possibility to gain know-
ledge concerning the topic „Project Portfolio and Program ma-
nagement“, when and wherever it is convenient for you. During
the attendance module, you will apply what you learned in form
of a comprehensive management simulation.
TARGET GROUP Project portfolio mangers, program managers, project manage-
ment office managers and employees, project sponsors
WHICH TOPICs ARE COVERED … goals and processes of project portfolio and program
management
tasks during the initiating phase of projects
essential roles as well as their tasks
responsibilities and authorities to decide in the project
portfolio management process
Comparison of projects and correct formation of a project
portfolio
Interrelation of corporate strategy, corporate controlling, and
project portfolio management
resource management as a key task
Project portfolio controlling
Portfolio indicators and dependencies (milestone perfor-
mance, risk, resource binding, roI, securing compliance, ...)
Insight into project portfolio management software solutions
AfTER THE sEMINAR yOU WILL BE ABLE TO …assess opportunities and limits of project portfolios and
programs
use sample processes including templates for the assignments
of new projects, the control of programs etc. for your company
establish appropriate reporting structures for project
portfolios and programs
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5.3 Project Management for Construction Projects
seminars oriented to industries /project types
5.
31ProjeCt anD ProCess management
5.1 Efficient Project Management for Non-Profit Organizations
Convincing through professional management of your projects
Project management becomes increasingly important for nPos.
Besides the challenges any project manager has to face, nPos
and their project managers are confronted with a variety of sta-
keholders. In addition, institutional investors as well as private
donors demand transparency and accurate compliance with bud-
geted costs. as well as getting to know different project manage-
ment instruments, we will emphasize on your particular projects
and their challenges during these two days.
TARGET GROUPnPo employees working in projects and wanting to perfom in a
professional way
WHICH TOPICs ARE COVERED ...tips for a successful project start-up
stakeholder analysis and risk analysis
task, schedule, cost and resource planning
Project control and reporting system
Indicators for quantitative and qualitative criteria
Project close-down
AfTER THE sEMINAR yOU WILL BE ABLE TO ...professionally start a project and therefore avoid misunder-
standings und uncertainties during the project process
apply many tools for planning and controlling your project
use project report templates
apply different success factors and indicators for your project
professionally close-down your project
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5.2 Professional managing of IT-projects
evaluation, support and assistance of construction projects
the methods and designations used in the construction industry
are unclear even for experienced project managers. this seminars
aims to familiarize the participants with the essential terms, the
legal framework, and with successful practice, with the result of
introducing them into the world of construction project manage-
ment.
TARGET GROUPPeople who have been assigned with a construction project, fa-
cility managers, property administrators , real estate agents, pro-
ject developers, investors, persons interested in the construction
industry, manufacturers
WHICH TOPICs ARE COVERED …Delineation of the different types of project execution
(from single contract award to general contractor)
guideline for authorities organization & required procedures
types of project organizations as well as their advantages and
risks in small, medium and large construction projects
stakeholder management, professional management of the
interfaces among project partners (principal, planner, project
management, contractors)
structure, content of field-tested project handbooks
Communication structures, decision making/approval
processes
Integrated project planning and control (quality, schedule,
costs)
Cost calculations, value analysis, optimizations
Invoicing of the consultants involved in the project
Professional change and claim management
Planning quality, tracking of the performance quality
Fiscal client liability
risk and liability of the building constructor
AfTER THE sEMINAR yOU WILL BE ABLE TO ...clarify the following questions in a project: Who are the
persons involved? What are they allowed to do, what do they
have to do in a construction project?
apply approved tools
use checklists especially for construction projects
develop a project plan with the help of a guideline
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reducing complexity and successfully managing relationships
as a project manager of an It-project a lot is expected from you.
You are facing unclear result expectations, diverse dependencies,
high dynamics and different contact persons. a lack of resources
as well as conflicts or technical problems may quickly cause de-
lays, additional costs and a loss of confidence.
What is the recipe for success? You provide orientation by es-
tablishing clarity, transparency and good communication in the
project as well as towards the project´s environment. this enables
you to address potential problems early. structuring, focusing on
the essential elements and efficiently delegating tasks help in re-
aching your goals in a faster and more direct way.
TARGET GROUPProject managers, project team members, team members of It-
projects wanting to perform leadership-, planning or coordinati-
on tasks more effectively
WHICH TOPICs ARE COVERED …Characteristics and challenges of It-projects
Project initiation, setting goals and requirements
(project scope statement)
special aspects of It-project management: models of
procedure, schedule, resources and costs, quality, risks
Integration of the customer and change management
Project communikation and team leadership
Conflict and claim management
Individual topics of the seminar participants
AfTER THE sEMINAR yOU WILL BE ABLE TO ...define clear goals and requirements
adjust the plans and procedures with respect to the
requirements of your project
manage the communication in the project
solve conflicts in a respectful and constructive manner
DIDACTICsBasic project management knowledge (e.g. from a basic seminar)
is necessary
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ProjeCt anD ProCess management
5.4 Management of investment projects
32
Process Management
6.6.2 Process Quick scan
33ProjeCt anD ProCess management
6.1 Basics of Process Management
successful investment projects as a basis for the company´s success
to meet the economical requirements, companies have to plan
and execute their investments on a high technological, well-ti-
med and cost-efficient level. In addition to modern methods and
tools, business success highly depends on the selection and im-
plementation of the „right“ investments. therefore, investments
are the most important decisions for a company. thus, the sound
preparation and execution is a basic prerequisite!
TARGET GROUPPeople involved in investment projects on the part of the custo-
mer as well as of the contractor
WHICH TOPICs ARE COVERED …Collecting ideas, rating, decision making process in
investment projects
starting and planning investment projects
engineering and procurement
Decision making process during the execution phases
Change management and claim management
Controlling investment projects
Closing-down investment projects
AfTER THE sEMINAR yOU WILL BE ABLE TO ...define the requirements of investment projects
apply financial methods to rate investment ideas
use special approaches for planning and controlling
investment projects
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Displaying complex organizations in a measurable way
Process Quick scan is the ideal solution for a quick comprehen-
sive management View within only 3 workshop days. specific
potentials of reorganizing processes will be worked out with ma-
nagement and people involved in the processes (keyword: Lean
processes).
the Process Quick scan focuses on the 3 key process parameters:
Process quality (analysis of the flow of information)
Process lead time, and
Process costs (cost performance comparisons)
the seminar provides an introduction into modern, result-orien-
ted and strategy-according process management.
WHICH TOPICs ARE COVERED …organizational framework – change parameters
Process-oriented thinking – benefits and cost considerations
the process perspective – methods / models
Visualization – practical exercise
Value stream analysis - practical exercise
Corporate objectives & strategies in relation to structure and
organization
Business reengineering – practical exercise
Value chain
outsourcing based on the value chain
Problem and potential analysis in primary and secondary
processes
Process map, project and application portfolio
summary
AfTER THE sEMINAR yOU WILL BE ABLE TO ...display structures / complex organizations by means of a
process-oriented approach in a measurable way
determine the essential process parameters with their
measurable dependencies (process lead times, process costs,
process quality in the flow of information, degree of It-
support)
identify cost drivers – practical exercise
detect dependencies between process costs/lead time/ use of
resources/ It
to identify outsourcing potentials
apply practical, manageable methods and tools
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the first step to become a process management expert
successful companies are primarily characterized by their conse-
quent process orientation. Process management tries to balance
the obviously unsolvable demands for highest quality in shortest
time periods with little resources. Using suitable methods and the
knowledge of systematic procedures are the basis for process op-
timization. this seminar provides the required basic knowledge,
and shows potentials as well as threats that may be key success
factors for your future and ongoing processes.
TARGET GROUPProcess managers, project managers and project team members
of process-oriented projects, employees of functional depart-
ments
WHICH TOPICs ARE COVERED …Processes and organizations
strategic integration of processes
main tasks of process management
roles and functions in processes
Process management phase model with basic know-how on
process initiation and description
process analysis and diagnostics
designing target processes
opportunities and limitations of process management
AfTER THE sEMINAR yOU WILL BE ABLE TO ...understand the basics of process management
critically reflect on the effectivity and efficiency of your own
company or department
apply the „process management language“ in your projects
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Certification literature
Quiz trainer
KnowledgePulse®
Exam simulation
Certificationworkshop
Lite
ratu
rePr
epar
atio
n qu
estio
ns
Certification Course Light(blended learning)
CertificationCoaching
Certification Course
Information and registration: www.primas.at
online
mobiledevice
Ready for certification in 1 week Exam simulation
Report coaching
Kick-off En bloc training
„Project management“ from Patzak/rattay is the most widely-sold book on project manage-ment in german-speaking countries! „Leading Project organizations“ considers the specific fra-mework of leadership within the project context. recommended literature for the certification preparation according to pm baseline 3.0/ICB®!
1000 preparation questions – structured by topics, including the correct solutions, explanatory texts as well as appropriate recommended literature; the questions will be marked (wrong/right)
Well-prepared participants will be given an over-view of the scope of the exam and its procedures as well as tips and tricks for their personal prepa-ration. moreover, a simulation of the certification exam will be performed.
For individuals or groups, assessments, case study-coachings, tips & tricks, disposability of coaches, …
In a compact form, our courses provide the know-ledge that is required for obtaining the certifica-tion exam. Working through exam-relevant sub-jects, report coaching (IPma®); exam preparation is included
en bloc training dealing with all the necessary con-tents for the certification exam, exam simulation, report coaching (IPma®); working out of a project manual
subjects that can be learned cognitively will be in-dependently worked through by the participants in advance in e-learning-units. Knowledge consoli-dation in the attendance modules; exam prepara-tion is included
Trai
ning
module 1 module 2
module 1 module 2 module 3
exam simulation
The latest know-how!
IPMA® according
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the practice questions are proposed as training step if a device is inactive for some time. (Conso-lidating your knowledge through microLearning); for PC and/or various mobile devices
Questions – structured by topics, correct solutions, explanatory texts recommended literature; ques-tions marked (wrong/right); 3 exam simulations (in procedures and durations similar to the certifi-cation exams), forum, templates, tips & tricks.
*) Primas success guarantee: Is valid after subscribing a certification course project manager / senior project manager / PmP® incl. exam simulation. Is only valid when the agreed learning-timeline has been met and the required interim tests have been taken with positive results!
Primas Certification Preparation
35ProjeCt anD ProCess management
6.3 strategic process management
ProjeCt anD ProCess management34
Certification Preparation
7.the management View
strategic process management closes the gap between strate-
gy development (necessary changes, objectives) and execution
measures. strategic process management (sPm) ensures conti-
nuous traceability by means of a new methodological approach
(management View): all strategic demands like organizational
and structural changes, changes in cost and lead time as well as
the flow of information and the degree of It/Is-automation are
gathered and described in a process-oriented manner. redirec-
tions are described and defined in a simulative way. structures
are made measurable by means of a process-oriented approach
based on scientifically approbated methodologies. moreover,
cost drivers are determined. Within only 3 days you will learn
“Business Process management – next generation” (BPm) – inclu-
ding an accompanying case study! tHe introduction into modern,
result-oriented and strategy-according process management!
WHICH TOPICs ARE COVERED …BPm: „missing Link“ between strategy – process-oriented
thinking – organizational development
„thinking in processes“ - demystification - reduction of
complexity
structure follows process follows strategy
the essential process parameters with their dependencies (4
views)
the bridge between process and project management
Value stream analysis - breadth / depth
Identification values and cost drivers – practical exercise
outsourcing – potentials
surcharge levels of organizations along the value chain
Learning practical, manageable methods and tools
analysis and diagnosis – measurable structures / processes
Learning organizations – success factors – examples from
practice for practice
Positioning methodological approaches and tools
measuring the level of support of It / Is directly in the
business process
Discussion of the question process and project management
- the „bridge“ to strategic measures
„the 4 views“ - methodology for organizational analysis and
diagnosis
the key issues of structural / organizational / process
development
AfTER THE sEMINAR yOU WILL BE ABLE TO ...apply the approach “BPm”: strategy – process-oriented
thinking – organizational development
display structures / complex organizations by means of the
process-oriented approach in a measurable way
deal with fashions and trends in process management
use „Process management next generation“
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ProjeCt anD ProCess management36
Refe
renc
esa1 telekom = aBB Daimler Benz transportation austria = abbott = aCts = ae & e = agfa HealthCare = agrana = agrolinz
melamine International = aichelin = aK oberösterreich = aKH Wien = allgemeine Unfallversicherungsanstalt = allplan =
alois scheuch = alstom Power = amag = amt der nÖ. Landesregierung = amZ-mödling = andritz = anF Data spol. = arC
business services = arC seibersdorf gmbH = arge Bildungsmanagement = ars electronica = arZ = Ärztekammer nÖ = asamer
Holding ag = asea Brown Boveri = asFInag = astronomie Wien = austria tabak = austria technologie & systemtechnik =
austriamicrosystems = austrian Payment systems services = austrian research Centers = austro Control = BaBaK Bostelmann
= Bank austria Creditanstalt = Basar = Bau Know-how = Baxter = BaYernoIL = BeKo = Bene = Berndorf metall und Bäderbau
= Berufliche Bildungs- und rehabilitationszentrum Linz = Berufsverband der österreichischen Chirurgen = Betriebsgesellschaft
marchfeldkanal = BIaC = Bifeb = Bilfinger Berger se = Binder & Co = Bundesministerium für Finanzen = Boehringer Ingelheim
austria = Borealis gmbH = Botschaft der Vereinigten staaten von amerika = Brau Union Österreich = BrP-Powertrain gmbH &
Co Kg = Bundeskanzleramt = Bundesministerium für soziale sicherheit und generationen = Bundesrechenzentrum = Ca generali
= Care Österreich = cargo-partner gmbH = Caritas Diözese Linz = Center Communication systems = CeratIZIt austria gmbH =
Chemserv Industrie service = Cincinnati extrusion = Citykom austria telekommunikation = Connect = D.a.s. = Danet = Daniel
swarovski = Datacom = debis systemhaus Österreich = Deloitte = Deutsche DoKa schalungstechnik = DIC Performance resins
gmbH = Donaukraft engineering = Donauuniversität Krems = Dornier sytem Consult = Draukraft = e & i eDV = ecetra = eckes-
granini austria gmbH = eDL anlagenbau = elektra Bregenz = eLIn energieanwendung = eLmÜ nyrt. = energie ag oberösterreich
= energie steiermark = enerjisa = engineering Center steyr = erste Bank = erzdiözese Wien = esg = e&t = etm professional control
= eunet = evangelisches Diakoniewerk = eVn = evosoft Hungary Kft. = FH für wirtschaftsberatende Berufe = FH Krems = FH oÖ
management = FH salzburg = FH-studiengänge Burgenland = FH-studiengänge der Wiener Wirtschaft = FH technikum Wien =
FH Vorarlberg = FH Wr. neustadt für Wirtschaft und technik = Fachverband der gas und Wärme Versorgungsunternehmungen
= Fe mDC - Velcom = Fernwärme Wien = Firstdata austria = Fisher Clinical services = Flextronics International = Flughafen
Wien = Frequentis = Fresenius Kabi austria = ge - Capital It solutions = generali office-service und Consulting = georg Fischer
automobilguß = global Knowledge network = grass ag = greiner = grundig = Hitradio ö3 = Hoerbiger Ventilwerke = Horst
mosolf Internationale spedition = HsP Data service = IBm = Igeneon = IIr = Immuno = Industriellenvereinigung = Infoscreen
austria = Innovationsagentur = Innsbrucker Kommunalbetriebe = Inovato = InPLana = International atomic energy agency =
Iro&Partners = johannes Kepler Universität = Ka rudolfstiftung = Kaiser Franz josef spital = Kaiserin elisabeth spital = Kapsch
BusinessCom = KeBa = Kinderfreunde oÖ = KmB = Knapp Logistik automation = Kraftwerk - agentur für neue Kommunikation =
Krankenanstalten Betriebsgesellschaft = Krankenhaus Krems = Kremsmüller Industrieanlagen = Ktm = Kupa Präzisionsmaschinen
= Kuratorium Wiener Pensionisten-Wohnhäuser = LaFarge Beton = Landeskrankenhaus graz = Landessinnung der Kleiderreiniger
=Landesverteidigungsakademie = Leitner + Leitner = Leitner ag = Lenzing = Leopold Pharma = LIeBHerr = Linzer Betriebsärzte
= List = LK Lüftungs- und Klimaanlagen ortner = LKH Klagenfurt = Lohmann u. rauscher = LoK = magna steyr = man steyr =
marktgemeinde neuhofen an der Krems = mars austria = maschinenfabrik andritz = mayr-melnhof Karton = mc Donald‘s =
mCC = mCe = management Center Innsbruck = mDI = medizinische Fortbildungsakademie oÖ = miba = microsoft = missio =
mobilkom = mobiltel = mondi Business Paper = museumsQuartier = nationalpark Donau-auen = nextra = nÖ Landesakademie
=nokia siemens networks = Öag Handelsbeteiligungs = ÖBB = oberösterreichische gebietskrankenkasse = oberösterreichische
Kraftwerke = oerlikon = omD = omicron electronics = omV = oÖ Ferngas = oÖ gKK = opel austria = orac electronica = oracle=
orF = Österreichische energieagentur = Österreichische gesellschaft für Hygiene und mikrobiologie = Österreichische Lotterien =
Österreichische Post = Österreichische PostBUs = Österreichisches Verkehrsbüro = Österreich Wein marketing gmbH = PCe Process
Control engineers = PeF Consulting = Pflege- und therapiezentrum Ybbs = Pflegeheim Klosterneuburg = Pga = Philips = PInn =
Plansee = Planungsgruppe grünbichler = PmI = Pörner & Partner = Porsche Informatik = Powerlines = Profinet telekommunikations
= Pöyry energy = Krankenhaus Baumgartner Höhe = raiffeisen = reeeP renewable energy efficiency Partnership = regionalmedien
austria ag = renault = research studios austria Forschungsgesellschaft mbH = ricoh = roche = rUag space ag = ruhr Öl =
rupert Fertinger = sagema = salomon automation = sandoz = sanitas = saP = sCa Hygiene Products = sCC eDV-Beratung =
schachinger Logistik = schloß Hofen = sCHraCK seConet = senco research and Development = si.mobil = siemens = sImea = six
Card solutions austria gmbH = skiData = smartstream technologies = smZ-ost = sonY = sozialakademie st. Pölten = sPar = st.
anna Kinderspital = stadtmarketing Wolkersdorf = stadtwerke Klagenfurt = steiermärkische gebietskrankenkasse = steirerobst
= steyr Daimler Puch = swarovski = styria medien = team für arbeits- und organisations-psychologie = teerag-asDag = tele.
ring = teufelberger = thyssenKrupp = tirol Werbung = tiroler Bildungsinstitut = tiroler gebietskrankenkasse = t-mobile = total
Walther Feuerschutz und sicherheit = toYs“r“Us = tPa Corporate Finance Consulting = transfercenter Kunststofftechnik =
trenkwalder = tridonicatco optoelectronics = t-systems = tU Wien= tyrolit = Umdasch = UniCredit = UnIto = Universal music =
Universitätslehrgang für Krankenhausmanagement = update software = Vamed KmB gmbH = Va tech = VaCe Consulting = VBC
= Velcom = Verbund = Verein für Bewährungshilfe und soziale arbeit = Verein zur Förderung der Qualifikation von Frauen =
Verkehrsverbund tirol = Versicherungsbüro Kraus = via donau = Viking = Vip mobile = voestalpine = voestalpine BaHnsYsteme =
voestalpine Krems gmbH = voestalpine Personalberatung gmbH = voestalpine tubulars = Volk It services = Vorarlberger Illwerke
= VtU-engineering = Waagner Biro = Wal-mart = Welser Profile = Westcam Datentechnik = West Pharmaceutical services = Wiberg
= WaFF = Wiener Krankenanstaltenverbund = Wiener rotes Kreuz = Wiener sozialdienste = Wienerberger Ziegelindustrie =
WIenstrom = WIFI = Wilhelminenspital = Wirtschaftsuniversität Wien = WWF Österreich = Xerox = zeta anlagenbau = Zielpunkt