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TSE006-P5 Project Leadership Workshop

Course Description

In today's cross-functional, high speed, multi-location and high-demand project environments, the ability to be successful has never been more difficult (and failure more public!)  Project Leadership Workshop helps managers and project managers of all backgrounds, become true leaders. 

Many of us who lead projects today, earned the responsibility by being wonderful performers in previous projects.  Sadly, everyone knows somebody who was a great technician or great worker, but now, is not the best manager.  It’s fair to say that these managers are not always at fault; they were never taught the issues nor given the tools needed to actually lead people and a project.

Beyond the ‘normal’ leadership issues, in projects we need to deal with the additional stresses of: team members who don’t actually report to the project manager, team members who come from different departments, divisions and even countries, team members with priorities that do not align with the project’s, and many more.  Leading a matrix or cross-functional task force is much different than leading a fixed team!  The practical tools, techniques and concepts provided here are reinforced and practiced with real-world project situations, exercises and checklists.  A major goal is to have participants able to apply key leadership and management concepts in their projects.

The workshop follows and reinforces the PMI® (Project Management Institute) related Knowledge Areas.  Upon completion of the program, participants involved with PMI’s Project Management Professional – PMP program, are awarded 8 PDUs or “Contact hours”.  Our R.E.P. code is 1270.

Upon completion of this workshop, each participant will be able to:
  • Decide where and how to focus his or her efforts to improve personal leadership abilities and skills;
  • Understand his or her leadership style preferences and those of the team, and use them to resolve potential conflict, and create and maintain a motivated project environment;
  • Identify the symptoms of poor teamwork and develop strategies to avoid and resolve issues.
  • Help team members plan and execute project success in face-to-face and remote-virtual teams­­ (including those in an Agile environment);
  • Develop a personal style that enables the participant to help team members grow in ability and value.
  • Build trust within the team, and facilitate a results-driven environment.

In addition to specialized discussions about Project Management, participants are exposed to some foundational management, supervisory and leadership concepts and techniques.  Instructional methods for this full day course are lecture, discussion, individual and case study exercises, specialized individual testing, critique and action plans. 

Course Outline

  1. Introduction and Course Objectives
  2. Leadership
    1. What is Leadership 
    2. What is Management
    3. Leadership vs. Management
    4. Qualities of Effective Leaders
    5. Leadership styles
    6. Skills needed to lead
    7. What kind of Leader/Manager am I?
  3. Building Project Teams
    1. What’s a team? (Is there really no “I” in Team?)
    2. Where is everybody (on-site or virtual)?
    3. The Obvious need for team building
    4. Who’s really in control?
    5. Synergy
    6. Traditional Team-building Steps (Seems to have been around forever, but it still works!)
      1. Forming
      2. Storming
      3. Norming
      4. Performing
    7. The Team-building Process
      1. Planning to build or “corral” your team
      2. Organizing the team - Structure
      3. Communications within the team
      4. Effective tools and techniques
    8. The Virtual Team-building Steps
  4. Motivating the People on Your Team
    1. Sources of influence
    2. Theory X / Theory Y
    3. Maslow’s Hierarchy of Needs
    4. Personality types
    5. The importance of Trust
    6. Motivating people who don’t work for you!
    7. Motivating remote team members
  5. Establishing the Right Project Environment
    1. Delegation vs. Doing
      1. Projects
      2. Work-packages
      3. The Individual
      4. The Team
    2. Leading a Matrix Project Team
    3. Leading a Cross-Functional/Task Force
    4. Supporting Each Other
    5. The Virtual Team
    6. Identifying and Dealing with (and avoiding) Issues
  6. Building Consensus
    1. Working together (Face-to-face)
    2. Working apart (Virtual – Agile anyone?)
    3. Consensus across teams and even continents (Cross-functional)
    4. The incredibly important issue of Trust!
    5. Importance of a "Partnership" relationship
      1. Rapport
      2. Business partner characteristics
      3. Building the partnership
      4. Partners from afar
  7. Symptoms of Poor Leadership/Management
    1. Sources of conflict (how sources change during the project)
    2. Communications and Team Breakdowns (and too many surprises)
    3. Conditions in that can lead to conflict
    4. Micromanaging
    5. Managing conflict
      1. Conflict management modes
      2. Resolving conflict
      3. Strategies for handling two-person conflict
  8. Conclusion
    1. Review Major Topics/Issues
    2. Participants Critique Class



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