Achieving Organisational Goals. Accomplishing Strategic Initiatives. Implementation of Organisational Objectives. Stakeholder Management

Transcription

1 Achieving Organisational Goals Accomplishing Strategic Initiatives Implementation of Organisational Objectives High Quality Training Courses presented by Internationally Recognised Expert Speakers Stakeholder Management Managed & Organised by All Courses are aligned to the and are Credited with PDU s

2 Achieving Organisational Goals The ability to Achieve Organisational Goals and to Effectively Manage Strategic and Operational Missions and Initiatives is one of the most important Competencies that Organisations expect from their Executives, Managers and Employees This interactive course positions Change in the Business context and examines the Key Components needed to Achieve an Organisational Strategic and Operational Goals The workshop format of the course will provide delegates with the Knowledge, Techniques and Tools to effectively meet their Organisation's Objectives Delegates attending this course will:: Increase their Comprehension of how best to Achieve Organisational Goals Enhance their Understanding of how to Lead and Manage Organisational Initiatives, from Continual Improvement to Phased Change Acquire Techniques and Tools for Planning and Implementing Solutions Gain Approaches for handling Resistance Explore People Management issues for Effective & Success Position Management of Projects in the Corporation's Strategic and Operational Management Structure This course is designed to meet the needs of those who wish to increase their skills in Managing Initiatives and Projects, and is invaluable to all Executives from CEO to Business/Functional Managers and Decision Makers who seek a pragmatic Understanding and Application on how to address the Key Issues and Opportunities for Effective Management of the Transition to meet Organisational Goals Course MC005 credited with 24PDUs from the MC005-1

3 Achieving Organisational Goals SESSION 1 - Organisational Challenges The Changing Face of Business The Reality of Business Change Organisation's ability to meet Market Requirements "Are we Doing it Right?" Change as an Opportunity Strategy as a Method for leveraging Change Transformational Strategies Sustaining Operations Programmes & Projects as instruments of Organisational Change Strategic Approaches Strategy as a Key to Organisational Success The Structural Forces Structuring a Business Strategy High-Level "As-Is" and "To-Be" Analysis The Core Approaches: Balanced Scored Card Strengths, Weaknesses, Opportunities, & Threats Balancing CAPEX and OPEX Competence-based Strategy Capability-based Strategy Resource-based Strategy Planning Business and Organisational Change: Process Improvement Redesign Re-Engineering SESSION 2 Setting Objectives & Goals Transformational/Strategic Objectives and Goal Setting Describe the Change Management Strategy Difference Between Strategic & Operational Objectives Establish/Review Organisational Goals Corporate Vision Organisation's Mission Statement. Long-term Goals Operational & Departmental Goals Prepare the Change Management Team Develop the Sponsorship Model Determine Organisational Change Competency Assess Organisational Impacts Connect Change Management to Business Projects Build the Change Communication Plan Planning for Transformational/Strategic Change Relationship Between Strategy and Operations Business and Organisational Orientation: Strategic Goals Transformational/Strategic Objectives Action Plans Company-Wide Communication Plans Performance Measures Completing "As-Is" and "To-Be" Analysis CAPEX Budgeting Transformational/Strategic Action Plan Checklist & Third Parties Course MC005 credited with 24PDUs from the MC005-2

4 Achieving Organisational Goals SESSION 3 Planning & Implementation Planning For Evolution And Developments In Operations Planning Operational Objectives Effectively Completing "As-Is" and "To-Be" Analysis Developing Operational Action Plans Departmental and Cross-Functional Challenges Process Reviews Competences/Skills Reviews Establishing Appropriate Measurement Systems Operations Action Plan Checklist Implementation of Projects of Change Deploying Strategic and Transformational Plans Executing Operational Change Plans Performing "As-Is" to "To-Be" Changes Implementation of Skills Development Process Realisation of Process Re-Alignments "Roll-Out" to Operations Application of Performance Management Systems Diagnosing Gaps and Managing Resistance Implementing Corrective Action and Celebrating Successes SESSION 4 Making the Change Happen Resistance to Change Development of a Change Resistance Plan Deploying the Change Communication Plan Establishing Common Values and Beliefs across the Organisation Encouraging and Engaging People to think Creatively in Developing Solutions Understanding the Change Resistance Model Providing a Methodology for Conflict Resolution Implementation of Initiative through Programmes & Projects Strategies and Programmes/Projects Alignment with the Organisational Strategy Transformational and Operational Project Selection Geographically dispersed Projects Complex Team Structures Sponsor & Stakeholder Management The Project Stakeholder Management Process Stakeholder Identification Aligning Stakeholder Expectations Retrospective Managing Organisations by Projects The Five-Step Process to Introduce and Realise the Management of Change by Projects How to Proceed from here? Course MC005 credited with 24PDUs from the MC005-3

5 Accomplishing Strategic Initiatives "Goal-Driven Initiatives allow Organisations to identify Business Value and ensure they are investing in the Optimal Projects" Increasing Market Expectations demand that Organisations solve Business Problems and Improve Current Processes and Increase Efficiency. Those Organisations that can raise their Profile to Benefit from Goal-Driven Objectives will allow them to identify Business Value and ensure they are investing in the Optimal Initiatives & Projects Doing The Right Thing Is the Organisation Deciding and Launching the Most Beneficial and Value-Driven Initiatives & Projects? Doing The Thing Right Is the Organisation Best Skilled and Equipped to Perform to the Highest Standards on its Initiatives & Projects? Delegates will Explore & Learn How to: Understand and Align their Strategic Goals & Objectives to the Organisation's Strategic Initiatives Identify the Key Approaches and Tools required to develop a Management by Initiatives Strategy to achieve Corporate Business Goals Examine how to steer the evolution of the Organisation to focus on the effective Management of Initiatives, Programmes & Projects Achieve Business Objectives by selecting the Right Initiatives & Projects for the Right Reasons Implement clear priorities in a Portfolio of Initiatives & Projects and introduce a clear Staging Process within the Portfolio This course is Invaluable to Senior Managers, Executives, Line Managers, Programme & Project Managers, Project Office staff and Consultants who seek to Achieve Corporate Goals and Objectives and Manage their Initiatives with Solid Project Portfolio Practices & Processes Course MC003 credited with 24PDUs from the MC003-1

6 Accomplishing Strategic Initiatives SESSION 1 Initiatives & Business Goals Positioning Strategic Initiatives Formulating Strategic Plans to meet Objectives Business Drivers of Change Dynamic Business Environment Value Creation Impact of Change: Organisation & Infrastructure Processes & Systems Key tools and processes for Strategic Planning Analysis of the Operating and External environment Assessing Organisational Readiness Initiating a SWOT analysis Prioritising Opportunities and Threats Determining Strategic Direction Translating Initiatives to Management By Programs/Projects Projects as Agents of Change Strategic Alignment of Programs/Projects Converting Strategies & Tactics Change Projects - Framework Project Filtering/Pipeline Process The Role of the Project Manager during Change The Project Manager as a Leader Role of the Project Manager - Actions Engaging Organisational Commitment Engaging Stakeholders The Role of Stakeholders In the Success of Initiatives & Projects Establishing and Managing Stakeholder Expectations Conducting a stakeholder analysis the PESTLE Model Establishing strategies for involvement The Stakeholder communication plan Stakeholders and Scope Change Management Establishing a Change Management Process Creating stakeholder commitment SESSION 2 - "Doing the Right Thing" - Strategic Planning & Portfolio Management Strategy Overview Business drivers definition and measurement Determining Strategic direction & financial justifications Converting Strategy into Projects Formulating effective strategic direction Program/Project strategy and portfolio management Organising for Business Benefits Establishing Strategic Intent for Program/Projects Defining scope and extent of the Project Portfolio Determining Decision & Prioritisation Criteria The Project Portfolio Management Environment Determining Extent of Project Portfolio Management Describing Medium & Long Term Vision of Project Portfolio Defining Strategic Programs/Projects Instituting Project Portfolio Management KPI's The Project Portfolio Management Framework Project portfolio optimisation, ranking & selection Project Portfolio governance approval, sign-off & launches Project portfolio adjustment and maintenance Project Prioritisation/Ranking Norms Project Portfolio Reporting Portfolio Manager Roles and Responsibilities Defining the PMO Organisation to support PPM Course MC003 credited with 24PDUs from the MC003-2

7 Accomplishing Strategic Initiatives SESSION 3 - "Doing the Thing Right" The Project Management Office Organisation goals and their influence Project and enterprise-focused functions Different levels of PMO in the organisation Key factors for PMO success Identification and involvement of influential stakeholders PMO project lifecycle framework Describing Scope & Contents of PMO Roles & Responsibilities Sustaining stakeholder buy-in for the PMO The PMO and Project Management Excellence The Scope of the PMO Functions The PMO's range of Support to Projects & Portfolios The PMO core Organisational Structure PMO Staffing, Roles & Responsibilities Deploying a Project Management Competency Model Governance & Management Sponsorship Project Management Excellence Support Functions Applying a combined PPM/PMO Structure Deploying the Structure to the Organisation Initiating the Project Portfolio Management system Deploying the PMO Processes and Procedures Operating in a Combined PPM/PMO Structure Project Portfolio Tracking/Control & Reporting Process Addressing PPM Challenges Alignment of Corporate Strategy and Project Portfolios Business Alignment & Business Benefits Continuous improvement Priorities within Total Project Framework Identification and Involvement of Key Stakeholders Facilitating Stakeholder buy-in Identifying Key Performance Indicators Relationship between PMO and Project Portfolio Management Multiple PMOs across the Organisation Governance Monitoring & Auditing and its Extent SESSION 4 Accomplishing the Strategic Initiatives Launching the Strategic Initiatives Aligning Strategy with key Organisational Factors Establishing Objectives and Milestones Alignment of Corporate Strategy and Project Portfolios Business Alignment & Business Benefits Continuous improvement Priorities within Total Project Framework Identification and Involvement of Key Stakeholders Facilitating Stakeholder buy-in Establishing Key Performance Indicators (KPIs) Implementation of Strategic Initiatives Initiating Programmes and Projects for Implementing Strategy Instituting the Project Portfolio Management system Deploying the PMO Processes and Procedures Identifying Transition between Current and Needed Capabilities Connecting people to the execution of strategy Managing for Strategy Execution Culture, Human Resources, Skills Processes and Structure Organising to Execute in line with Strategy Monitoring and Controlling Implementation Setting up metrics to measure performance Monitoring progress with dashboards Detecting changes in assumptions Coping with a dynamic environment Adjusting for unanticipated events Course MC003 credited with 24PDUs from the MC003-3

8 Implementation of Organisational Objectives The Key Purpose of Organisational Objectives is to meet the Business Goals of the Enterprise. The Implementation of Organisational Objectives requires Strategic Planning, Budgeting and the Launch of Pertinent Initiatives & Projects. It also requires Effective Communication and Target Setting to align Business Goals with Divisional and Departmental Objectives This interactive course will deliver a solid Understanding of Converting Business Strategy to results by the Management of Initiates and Programmes Delegates will Examine and Learn how to steer the Organisation to focus on the Realisation of Organisational Objectives The workshop format of the course provides the Techniques and Tools to effectively Implement Programmes & Projects that are Aligned to the Organisation's Business Benefits Delegates attending this course will: Identify the Key Approaches and Tools required to set Organisational Objectives to achieve Business Goals Gain knowledge on How to Establish Strategic Plans and Launch the Appropriate Initiatives & Projects Explore Practical Techniques to Formulate and Achieve Business Benefits Examine and Learn how to steer the evolution of the Organisation to focus on the effective Management of Programmes & Projects This course is Essential to Senior Managers, Executives, Line Managers, Programme & Project Managers, Project Office staff and Consultants who seek to Apply Solid Industryrecognised Techniques for the Successful Implementation of Organisational Objectives and the Realisation of Business Value Course MC002 credited with 24PDUs from the MC002-1

9 Implementation of Organisational Objectives Session 1 - Setting Organisational Objectives to achieve Business Goals Business Drivers Dynamic Business Environment Value Creation Business framework and strategies for change McKinsey s 7 Ss Framework Impacts To The Organisation, Infrastructure, Processes And Systems Strategic organisational success Review of organisational impacts Preparing for organisational change Raising organisational comfort levels Responses To Transition to Business Goals Resistance Key approaches and strategy Stages of adjusting to change Fundamental principles The four stages The concept of adaptability Communication About the Transition Communication foundation for change Planning/monitoring workshop Communicating the commitment strategy Active listening Meeting management Project communication Initiatives As Agents Of Change From strategic vision to projects Converting strategies and tactics to projects From improvement to re-engineering Projects and change spectrum Change projects framework Project filtering/pipeline process Strategic alignment of projects Decision steps projects portfolio Role Of The Project Manager Meeting the corporation s concerns The project manager as a leader Role of the project manager actions Scoping organisational impacts Identifying sponsors and stakeholders Engaging organisational commitment Session 2 - Establishing Strategic Plans and Launching Initiatives & Projects Stakeholder Management The Role of Stakeholders In the Success of Projects Establishing and Managing Stakeholder Expectations Strategy Overview Strategic planning approach Business drivers: definition and measurement Formulation of business cases Determining financial justifications Strategic direction governance/management Converting Strategy Into Projects Comprehension of strategic intent Formulating effective strategic direction and content Decision analysis Strategy and Project Portfolio Management (PPM) Launching Initiatives & Projects Corporate strategy and Corporate Governance Strategies and links to Projects Project Portfolio Management (PPM) concept Goals of Project Portfolio Management Project Portfolio Management structure PPM and Programme/Project Management The Project Portfolio Management Framework Strategic alignment, selection and ranking of Projects Project Portfolio selection governance Project Portfolio optimisation & capacity planning Project Portfolio Approval and Project Launches Project Portfolio Maintenance Project Portfolio Management Reporting Management Reporting framework Project Progress and Assessment Reports Capacity and resource utilisation reports Post Deployment Reports Portfolio Manager Roles And Responsibilities Scope and range of roles and responsibilities Corporate communication framework Project portfolio assessment and analysis Capacity planning and management Course MC002 credited with 24PDUs from the MC002-2

10 Implementation of Organisational Objectives Session 3 - Formulating and Achieving Business Benefits Relating The Business Case to the Business Benefits Comprehension of Business Benefits Realising Benefits from Investments The Business Case in the Overall Process Standard Structure of a Business Case Major Steps to Validate a Business Case The SYSTEM/PRODUCT Life Cycle Calculating Cost of Ownership & of Operations Operations Alignment Requirements Differentiation between Business KPI's vs Project KPI's Clarifying Boundaries of KPI's Identifying Organisational Business KPI's Setting SMART Objectives for Project KPI's Establishing a Benefits Management Chart Identifying & Structuring Benefits Building the Benefits Map Planning Benefits Realisation Planning & Preparing for Organisational Readiness Preparing for Organisational Readiness Conducting the Readiness Assessment Planning the Organisational Readiness Planning to Perform Project Transition & Handover Overcoming Resistance Transition & Go-Live Challenges Conducting Transition & Go-Live Assessment Project Go-Live & Operations Measuring the Realisation of Business Benefits Measuring & Tracking Benefits Evaluation of Operational Effectiveness Project Post-Implementation Assessment Session 4 - Effective Management of Programmes & Projects Understanding the themes of Programme Management Benefits Management Programme Governance Stakeholder Management Linking Programmes To Strategic Goals Strategic Intent Business case & Benefits Program charter Programme Planning Foundational considerations Programme Management plan Stakeholder Management Programme architecture and Benefits map Delivering Business Benefits & Project deliverables Understanding the implications of different milestones & deadlines Prioritising projects/tasks in line with Deliverables & Benefits Effective Resource Assignments & task performance Progress Tracking & Evaluation Managing Risks at Programme & Project Levels Managing Change Requests at Programme & Project Levels Reviewing and Redefining Programme and Project Plans & Schedules Seeking "Quick-Wins" Ensuring Organisational readiness Challenges in Managing Multiple Projects Understanding Strategic Intents & Business Goals Aligning Stakeholders Programme Scope Management Leadership & Team Dynamics with Project Managers Resource Management across Projects Negotiating Techniques with Key Resource Providers Consolidated Risk Management Consolidated Programme Reporting Establishing a Dynamic Business Benefits Map Measuring Business Benefits Realisation Course MC002 credited with 24PDUs from the MC002-3

11 Stakeholder Management Managers are Accountable for Results. They require Effective Skills to manage Stakeholder Expectations and strong Relationship & Communication Abilities to Address & Resolve Conflicts in Accomplishing the Organisation's Goals & Objectives by Projects Those Managers who know how to influence people, are able to make things happen and insure the co-operation of others and maintain efficient and harmonious working relationships This course focuses on key Relationship & Communications skills,and provides techniques which will enhance the Project Manager's ability to succeed in situations where clear direct lines of authority are absent Delegates will Explore & Learn: How to Engage Stakeholders and Manage their Expectations, using Key Relationship Management Skills & Techniques How to employ key Communications skills needed to Manage Expectations in Projects and succeed in Conflict Situations To build a Comprehensive Relationship Map to establish widespread Commitment The application of multiple Communication techniques Powerful Conflict Management techniques The effective use of the Influence Model How to achieve Win/Win situations by the appropriate use of Influence This course is Indispensable to Senior Managers, Executives, Line Managers, Programme & Project Managers, Project Team Members and Consultants who seek to apply Potent Expectations & Conflict Management and Negotiation techniques in a multi-functional organisational environment, where direct line authority cannot be used Course MC004 credited with 24PDUs from the SM036-1

12 Stakeholder Management SESSION 1 - Stakeholder Expectation Management The Role of Stakeholders Business Drivers and Expectations Strategic and Tactical Motivations Internal and External Stakeholders Stakeholders and the Product Life Cycle Stakeholder Management Challenges to Managing Projects Organisational Structures and Projects Environmental Factors Internal & External Issues Scope Management Achieving Results through Other People's Efforts Establishing & Managing Stakeholder Expectations The Need for Relationship Management The Project Manager's attitude & relationship to Stakeholders Identifying Stakeholders the PESTLE Model Conducting a stakeholder analysis Determining interests, importance and influence Stakeholder expectations & strategic goals Prioritising Stakeholders Establishing strategies for involvement Addressing issues for successful alignment Dealing with conflicting scenarios Information Flow Establishing the Project's Relationship Map Paths & Patterns on the Relationship Map Assessment and Analysis of Relationship channels Direct and Indirect Relationships The Informal Network The Project Manager's limits SESSION 2 - Stakeholder Communication The Stakeholder Communication Environment The Stakeholder communication plan Communication skills with Stakeholders Managing Stakeholder meetings Dealing with objections Stakeholders & Scope Change Management Establishing understanding of Change Management Process Managing & Maintaining Portfolio Alignment Communicating Changes & Impacts Creating Stakeholder commitment Implementing alignment processes for portfolio maintenance Relationship Strategies in the Management of Projects Analysis of the Manager's Authority & Responsibility Identifying Areas of Strengths and Weaknesses Networking for Results : Leveraging from Sponsors & Key Stakeholders Special Considerations for Contractors & Suppliers Leveraging from Communication Strengths Addressing Organisational Politics Applying Political Strategies Effectively Aligning to Cultural Norms Converting Resistance and Disinterest Practicing Scalability and Flexibly to tough Situations Application in Different Project Situations Business Value Drivers and Senior Management Stakeholders and End-Client Relationship Management Project Initiation Project Analysis, Engineering, Bidding, Planning Project Implementation & Delivery to Close Out Partners, Sub-Contractors, Suppliers & Third Parties Course MC004 credited with 24PDUs from the SM036-2

13 Stakeholder Management SESSION 3 - Stakeholder Conflict Management Sources of Conflicts in Stakeholder Management The Environment revisited Definition of Conflicts Types of Conflicts in Projects Functional Conflict Dysfunctional Conflict Organisational Process Conflict Project Task Conflict Individual Relationship Conflict The Conflict Stages Opposition Cognition and personalisation Conflict Management Intentions Behaviour Outcomes on group performance Understanding the Power Model Effective Communications for Conflict Management Key Communications Principles Using the appropriate Communication Medium Developing Open Communication & Rapport Active Listening & Empathy Challenges & Breakdowns Communicating with Peers, Superiors & Subordinates Communicating as a representative of the company The Principles of Influence for Dealing with Conflicts Key Elements : Influence vs Manipulation Value Creation with others Understanding & Channelling Resistance The Influence Model Foundation & Structure Factors that Influence Behaviour & Performance Promoting, Achieving and Maintaining Commitment Gaining Support from Others : Peers & Upper Management SESSION 4 - Stakeholder Negotiation Dealing with Conflicts Managing Different Behaviours Conflict Management Techniques Key Model for Conflict Management Avoiding Pitfalls Negotiating Techniques Strategies for Exercising Power Influence Strategies Negotiating & bargaining Decision Making Approaches Approaches & Remedies for Difficult Situations The Obstacles due to Resistance Understanding & Addressing the different Reasons for Resistance Converting Confrontation into Collaboration Applying Positive Techniques Seeking and Sustaining Agreement Course MC004 credited with 24PDUs from the SM036-3