Project Leadership, Management & Communication
Course Description
This 3-day course is based on the Project Management Body of Knowledge (PMBOK® Guide) to managing projects. (PMI® is the author and owner of the PMBOK® Guide titled “A Guide to the Project Management Body of Knowledge”). This is a global standard of best practise which covers most aspects of managing a project. However, this particular course focuses on aspects of project management which are related to the human resources, however temporary or
part-time.
part-time.
Course Duration
3 days
Course Objectives
On completion of this course delegates will have clear practical approaches to getting the best out of their project team. Entrenched views of what makes people contribute to a project will be identified, discussed and challenged, and delegates will be encouraged to share their views and attitudes with each other.
Course Content
Course Introduction
Administration, Objectives; differences between leadership and management
Project Team Building
A classic study of what turns a group of individuals into a team, and some practical ways of bringing this about; the Tuckman cycle.
Effective Delegation
The whole raison d’etre of a project team is to accomplish more work than the project manager can deliver him/her self. Some safe ways of achieving this are considered.
Motivation
It is the responsibility of the project manager to get the best out of every individual in the team. This cannot be left to chance, so a step-by-step approach to motivation is developed.
Leadership
This session looks at well-established methods of building and reinforcing the leader-member relationship; styles of
leadership appropriate to different situations; ethical leadership
Project Team Induction
This session describes a simple approach to improving the process whereby new team members will become fully effective
Managing Conflict on Project Teams
Proactive and reactive strategies for avoiding and managing conflict in the project team are highlighted.
Team Strengths
A well-respected way of identifying and measuring the behaviours and attitudes that people bring to the team situation is examined.
Understanding Communications
Several theories of interpersonal communications are discussed, and their applicability to project teams is established. Approaches to negotiation in a project environment are identified.
Project Manager as Agent of Change
The project manager must be able to develop strategic and tactical plans for implementing change.
Exercises
There are several exercises on this course, to illustrate the main learning points. These exercises are undertaken
in a non-personal manner.
Administration, Objectives; differences between leadership and management
Project Team Building
A classic study of what turns a group of individuals into a team, and some practical ways of bringing this about; the Tuckman cycle.
Effective Delegation
The whole raison d’etre of a project team is to accomplish more work than the project manager can deliver him/her self. Some safe ways of achieving this are considered.
Motivation
It is the responsibility of the project manager to get the best out of every individual in the team. This cannot be left to chance, so a step-by-step approach to motivation is developed.
Leadership
This session looks at well-established methods of building and reinforcing the leader-member relationship; styles of
leadership appropriate to different situations; ethical leadership
Project Team Induction
This session describes a simple approach to improving the process whereby new team members will become fully effective
Managing Conflict on Project Teams
Proactive and reactive strategies for avoiding and managing conflict in the project team are highlighted.
Team Strengths
A well-respected way of identifying and measuring the behaviours and attitudes that people bring to the team situation is examined.
Understanding Communications
Several theories of interpersonal communications are discussed, and their applicability to project teams is established. Approaches to negotiation in a project environment are identified.
Project Manager as Agent of Change
The project manager must be able to develop strategic and tactical plans for implementing change.
Exercises
There are several exercises on this course, to illustrate the main learning points. These exercises are undertaken
in a non-personal manner.
Who should attend?
This course is designed for project managers who are tasked with building a temporary project team from resources that do not report to the project manager in any line management capacity. This course focuses only on the people aspects of managing projects. Attendees will be issued with a detailed certificate valid for 22 PDUs (Professional Development Units) required to achieve PMI® (Project Management Institute®) certification.
Pre-requisites
None.