Analysis of your project ...
by an experienced a project professional who will also recommend a project approach and project team composition
Incorporate project team orientation
Integrate vendors and contractors
Begins their journey on a positive footing, and rather than have an off the shelf transfer of information, a knowledge transfer will occur, of pragmatic guidance.
We will continue to meet the team members at regular arranged intervals during the project and answer any concerns and suggest solutions.
Use the training opportunity to establish the project team
get everyone on the same page regarding roles and responsibilities.
the initial plan in place
confirm high level project goals
Team in team interactions
design a team training package...
around the project objectives and the structure of its team ...
Assess team dynamics
Examine team effectiveness
conduct team activities
with every member trained...
the project at hand ...
All members of your project team,
based on your team design
~ or ~
based on our analysis using the elements of your project management framework
Common Team Members (linked to more detailed individual course information):
- sponsor
- programme manager
- project managers
- project administrators
- workstream managers
Analysis of your project using our project management framework
Depending on business case / project stage; training designed around an outline plan
Agreed approaches for adding value at each project stage
Strengthened decision-making
All roles, responsibilities and interactions understood
Common understanding of the project language, tools, risks and goals
A complete project team
As agreed in our training plan:
Individual roles classes: typically 2 to 6 people (e.g. 5 workstream managers)
Team classes: blended role attendance as appropriate
Attendees return motivated and confident that they can deliver a project as a team
Understand the identified project environment and their roles within it
Understand how to achieve operational and project balance
Upgrade and acquire new skills, best practices, strategies, ideas and insights
Apply lessons learned to their operational role where appropriate
Common project understanding and direction
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Increased probability of project success: as active members of the project management team, workstream managers allow the organisation deliver more complex projects than a structure with only one manager. Their subject matter expertise increases the accuracy and quality of the project plans. Their ownership of the monitoring and control of their workstream greatly increases the likelihood of the successful delivery of it's deliverables.
Increased organisational support and risk reduction: when projects reach deeper into the organisation the workstream manager, as a visible representative of both their functional area and their project, becomes a source for colleagues to highlight opportunities and voice concerns, increasing support while reducing risk.
Streamlined interactions with internal and external stakeholders: the workstream manager's subject matter expertise and closeness to the work of their workstream in invaluable with stakeholder interactions.
Increased operational advantage: The upgraded and new skills, best practices, strategies, ideas and insights that a workstream manager acquires, will also add value when applied appropriately to their operational role. The structured approach of workstream management, complements and enhances current management abilities and identifies knowledge areas that can benefit from greater focus.
"Every" project manager recognises the value of a workstream manager. However, a cursory glance at the official world of project management will find little mention of the role!
This anomaly of "official" recognition will change in the coming years as the professional environment and bodies mature.
We have developed a powerfull course, to give full advantage to the new workstream manager.
(a) analyse your project
(b) design a training package around the project and its team
(c) deliver the training
(d) ensure the team development through the life of the project
TAG LINE TO SAY WE WILL FILL GAPS
Approved business case
Outline project plan
Management experience appropriate to role
Previous membership of a project team
Background in domains related to the project: IT, HR, finance, procurement
Upon completion, trainees will have sufficient knowledge and understanding of their project and their roles as members of a team, to successfully deliver the project.
Project Environment: key project and workstream concepts, organisational and project environment differences, project types, life cycles, outputs, outcomes & benefits
Roles, Responsibilities, Relationships: project roles and team relationships
Working As A Project Team: influencing skills, project problem solving tools
Initiation Stage: initial project considerations
Planning Stage: tools for planning, scope, schedules, budgets, quality, risk & comms
Execution Stage: project monitoring, controlling and progress reporting
Close Stage: project closure and maximising learning
Understand the differences between operational and project management
Understand project teams and know how they will deliver the project
Understand the challenges the project will face
Know how to achieve operational and project balance
Understand the project management tools and techniques available to them
Know how to navigate and understand the project environment
As agreed in our training plan. Typical:
16 hrs. over 6 months: Months 1 & 2 (4 hrs. / mth.), months 3, 4, 5 & 6 (2 hr. / mth.)
Follow on is a blend of face to face, phone and email communication as needed
Management > Project Team > All Roles
5 days to 20 days depending on training needs and project needs analysis
Onsite: Standard meeting room (during formal training); standard desk during analysis
Offsite: Trinity Street, Dublin; arranged anywhere in Dublin and Ireland
The best way to ensure the success of a new project, is to get every member of the team pointed in the same direction. The challenge is to accelerate the process of getting to know each the project and the team members other's
strengths / limitations, frustration thresholds, specific skills and roles.
In the world today there's plenty of technology, plenty
of entrepreneurs, plenty of money, plenty of venture capital. What's in short supply are great teams."
When a team enters the Storming stage, characterized by power struggles and role challenges, a team
benefits from games that allow them to present their ideas and expertise in an environment where
the motivation to both act independently and cooperate is essential to succeeding at the game.
Storming teams can benefit from games that allow them to define what is allowable and what's not
for the team. When storming teams are given survival tasks that force them to really listen to each
other - or die - they often engage each other in new and effective ways.
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On the same page in terms of the process they will be following, the roles and responsibilities that ey each member will have and the direction of the project will take
It is a powerful opportunity to establish specific ideas, processes and
goals.
Boost morale: team training aligned to a specific project provides a sharp contrast to conventional training and injects an element of shared ownership.
Build trust by involving the team in identifying involving teams in experiential simulations challenges their natural caution about
relying on other team members and breaks down the silos that exist in companies and within
teams themselves
· Be flexible and innovate: within the environment of a well-crafted training engagement, a project team will come face-to-face
with their sacred cows, the status quo, and barriers that prevent teams from
creating novel approaches to new challenges
· Sanction positive team behaviors: when cooperation and creativity are demonstrated, and
when people stretch to actively engage with other team members, the leader or facilitator can
highlight and reward these behaviors, ushering in a new set of standards for the team.
