Course Background:
At present, there is a lot of training in project management, but it is generally focused on the purpose of examination and high-end research, and there is a lack of instrumental courses with practical project management methods. In a timely manner, it is also a knowledge system based on the PMBOK Guide, which leads to a disconnect from front-line practice, or makes front-line managers feel that the training is theoretical-focused.
This course emphasizes a systematic approach to teams in project management, emphasizing the role of the project manager as a leader, helper, facilitator, coordinator, and coach.
Course Objectives:
Based on the team's perspective, explain the use of tools in the project management process
Integrate multiple tools, multiple processes, and combine them to form application modules.
Emphasis is placed on pragmatic and innovative thinking, so that participants know when they need to analyze and when they need a more creative approach.
Reflect the latest research findings, and align terminology and methodologies with the requirements of the PMP IPMP.
Course Highlights:
Taking problem solving as the framework, according to the requirements of rapid learning Xi method and the characteristics of the first learning Xi, on the basis of lecturer teaching;Targeted training is designed so that participants can replicate our capabilities;
Integrate the process and tools of the project. In addition to explaining the process of using the tools, it also explains how the various tools are combined into a whole.
The case is relatively close to reality and time-sensitive.
The atmosphere is active and interactive, the content inspires epiphany, the method is practical and operable, and free Q&A time is set up to solve practical puzzles
Effects: Simple, effortless, and interactive;
Course Duration:2 to 3 days (6 hours), the content of the course syllabus can be adjusted according to the specific situation and time requirements of the enterprise.
Course Target:Project managers, project management teams, project functional managers, key employees, etc.
Course Method:This introduces the "full experience training mode". Classroom narration, case analysis, game experience, interactive Xi, coach demonstration, on-site simulation, brainstorming, demonstration, scenario training, on-site Q&A, etc.
Course outline
Lecture 1: Basic Concepts of Program Management
1. Introduction to Program Management
1.The concept of program and program management.
2.The relationship between project management, program management, portfolio management, and organization-level project management.
3.The relationship between program management, operations management, and organizational strategy.
4.The concept of business value.
5.Program Manager role.
2. Program Management Performance Domain
1.The concept of program management performance domains.
2.Program management interactions between performance domains.
3.The difference between a program and a project.
4.The difference between a program and a portfolio.
5.The link between organizational strategy, portfolio management, and program management.
Lecture 2: Basic Concepts of Project Management
1.Project Introduction.
2.The importance of the project.
3.Elements of project success.
4.Measure project success.
5.Project management process.
6.Teams in project management.
7.The benefits of a system management project to an organization.
Tools:A diagram of the project's 3D constraint measures.
Tools:Nine-dimensional distinction of the project.
Interactive:Analyze an item according to the nine-dimensional discrimination criteria.
Lecture 3: Efficient Project Manager
First, the role of the project manager
1.Personality traits of a project manager: energetic, stress-resistant, self-confident, internal control, emotionally stable and mature, honest and enterprising.
Second, the core competence of the project manager: a balanced set
1.Visionary and detail-oriented.
2.Technically skilled, interpersonal harmony, and politically astute.
3.Principled and flexible.
3. Basic skills and tools for project managers
1.Communication: listening, informing.
2.Persuasion and Influence: Reciprocity, Consistency, Social Proof, Preference, Authority, Loss vs. Gain, Order of Size.
3.Negotiation: Treat things not people, focus on interests, assume possibilities, and require objective results.
4.Team meetings: documentation, meeting highlights, technical support.
5.Conflict Management: Team Iceberg, Attribution Theory.
6.Motivate the team.
Tools:Communication strategy development form.
Tools:Personality tests. Melbires Type Indicator (MBTI).
Tools:Problem log boilerplate.
Tools:Four Laws of Conflict Management.
Interactive:Development of meeting points prior to the project meeting.
Interactive:On-site personality test (selected indicators).
Lecture 4: Project Selection: Doing the Right Thing
1.Project selection process – project selection funnel.
2.Business plan of the project - how to develop the business plan in the project selection.
3.Project-driven: Problems & Opportunities—Problem & Opportunity descriptions.
4.Problem and opportunity cause analysis.
Analysis Tools:Fishbone diagram.
5.Project Objectives.
6.Options for implementing the project – a mind map of possible problem solving.
7.Valuation Scenarios – Financial Analysis, Listing Strengths and Weaknesses, Factor Scoring, Force Field Analysis, SWOT Analysis, Pareto Preferred Indices, Real Options, etc
8.Business plan conclusions.
9.Portfolio.
Tools:Project selection funnel method.
Tools:How to write a business plan for a project.
Tools:Team-based causal analysis of fishbone diagrams.
Tools:Seven Analytical Tools for Project Evaluation (Selected Lectures).
Interactive:Analyze and describe problems and opportunities for a simple project.
Interactive:A Pareto finite index analysis is performed on a simple item and a conclusion is made.
Interactive:Conduct a financial analysis for your dream wedding.
Lecture 5: Project Initiation: Determine the Action Phase
1.Project charter: Start from the right base point – Project Management Office (PMO).
2.Elements of the project start-up – why, expected results, course of action, description of objectives, evaluation indicators, project scope and deliverables, stakeholders (stakeholders).
3.Project communication plan – internal vs. external communication.
4.Project team – knowledge and technical requirements, member representation, team size, working hours, permanent or not
5.When the project is integrated into the team – functional structure, project-based structure, mixed organizational form.
6.Outside the core team: understand the contractual relationship – fixed lump sum contracts, cost reimbursement contracts.
7.From the project charter to the project initiation document.
Tools:How to write a project charter.
Tools:Agenda for the project kick-off meeting.
Tools:Procedures and methods for the development of project success indicators.
Tools:Internal Reporting Form.
Tools:Correlation method analysis process table.
Interactive:Prepare an index evaluation form, a skill demand table and a communication plan form according to the charter of a project.
Lecture 6: Project Definition: Preparation and Use of Work Breakdown Structure
1. Work breakdown structure
1.Hierarchy and content of the WBS.
2.form of WBS.
2. Involve the team
3. Three methods for compiling work breakdown structures
1.Mind map hair.
2.Top-down outline approach.
3.Bottom-up aggregation approach.
Fourth, the work breakdown structure document
5. Assign responsibilities
1.Responsibility Matrix Diagram.
2.Participation matrix diagrams.
6. Projects: time estimates, budgets and performance indicators
1.Progress estimates.
2.Three-point method.
3.Resource requirements.
4.Cost estimates.
5.Identify key performance indicators.
Tools:WBS three major compilation methods.
Tools:Mind map of task assignment.
Tools:Responsibility Matrix Diagram.
Tools:Participation matrix diagrams.
Tools:Three-point method of time estimation.
Interactive:Use mind maps and outlines to compile a WBS of your trip to a place with your family, with at least 20 work packages.
Interactive:Compile a resource requirements table for the activity above.
Interactive:Prepare an evaluation form for the assignment above.
Lecture 7: Assessing and Responding to Project Uncertainty
1.Examples of project uncertainty – unfavorable project risk versus favorable project uncertainty.
2.The role of project uncertainty assessment.
Dimensions of uncertainty
1) Uncertainty**.
2) Uncertain results.
4.Likelihood is associated with an expected outcome.
Tools:Risk matrix diagram.
5.Unsure of the planning and action process of the assessment.
Tools:Evaluation flowchart.
Assessment Tools (Selected Lectures):Risk mapping, failure modes and impact analysis, intuition, Delphi, fishbone diagrams, simulations.
7.Increase time and resources based on uncertainty.
8.Monitor project uncertainties.
Tools:Uncertainty Analysis Table.
Tools:Risk Analysis Matrix Diagram.
Tools:Risk mapping analysis.
Tools:Failure Mode and Effects Analysis (6).
Tools:Intuitive analysis.
Tools:Delphi analysis.
Interactive:Look for favorable and unfavorable risks for a common project.
Interactive:Risk mapping and Delphi methods are used for risk assessment of a common project.
Lecture 8: Project Schedule: Increasing the Time Dimension
1. Why do you need to do a schedule?
Second, the concept of project schedule
1.Single-code network diagram.
2.Dual-code network diagram.
3.Gantt chart.
4.Time-scale network diagram.
3. Present and interpret the project schedule
1.Large-scale project cases.
Fourth, the establishment of a schedule network
5. Consider the concept of probability in the schedule
1.The extension and application of the three-point method of progress.
2.Estimate the project duration.
3.Estimate duration probability.
Tools:Single-code network diagram.
Tools:Dual-code network diagram.
Tools:Gantt chart.
Tools:Time-scale network diagram.
Tools:Key line algorithms.
Tools:Duration estimation probability method.
Interactive:Wedding Preparation Gantt Chart.
Interactive:Draw single-code network diagram and time-scale network diagram for an infrastructure project to estimate the construction period. If a material is going to be a day late, what is the impact?What if I'm 10 days late?
Lecture 9: Modify the project schedule to accommodate time and resource constraints
1. Schedule modification: an example of product development
2. Compress the project duration
1.Trade-off analysis to determine the cost of rushing time.
2.Determine the trade-off analysis of project costs, early completion incentives, and delay penalties in construction.
3.Rush procedure.
4.Evaluate rush options.
3. Quick follow-up
4. Modify the schedule to accommodate resource constraints
1.Resource allocation priority.
2.The proportion of the allocation of interchangeable resources.
3.Resource balancing.
4.Time-constrained resource balancing.
Tools:Time vs. cost trade-off diagram for compressing durations.
Lecture 10: Monitoring Project Performance
The necessity of project monitoring
1) Range creep.
2) Murphy's Law.
3) Parkinson's Law.
4) Student syndrome.
5) Pareto's Law.
6) Increased input.
7) Statistical bias.
2.Principles of project monitoring.
Project Monitoring Tools:Checklists, deviation data tables, Gantt charts, earned value systems.
4.Application of the concept of earned value (selected lectures).
5.Project change control.
Tools:Monitoring checklists.
Tools:Deviation Data Sheet.
Tools:Earned Value System (Optional).
Ten.
1. Successful completion: project closure and experience summary
1.The importance of project closing.
2.Why and when to wrap up.
3.Plan for project closure from the start.
Finishing touches during the project
1) Project evaluation meeting.
2) Project process documentation.
The dimension of the project closure
1) Customer dimension.
2) Human resource dimension.
3) Manage dimensions.
4) Organizational dimension.
6.Summary of project experience.
Tools:A typical content pack for a project file.
Tools:Review an example of what the report contains.