Project Management: Leadership and Communications

The discipline of project management has traditionally focused on the more technical aspects of planning, scheduling and control. That is now changing. People often find themselves at the center of every project, without the effective management of a project's human resources; effectively, the best plan in the world will not ensure project success. The challenge that many project managers face is to inspire initial commitment and sustain it over the life of the project and then, if necessary, to address performance problems.

Training Objectives:  Examine the difference between management and leadership  Examine the key elements of leadership  To utilise leadership competencies to achieve the organization objectives  To examine the notion of situational leadership  To understand the Tuckman Ladder  To better plan for communications management  To better manage communications  To better control communications

Methodology:

The methodology used in this three-day training session rests on an interactive approach where the instructor incites participants to collaborate with him/her. The instructor will guide and help the participants to increase their knowledge (theoretical aspects) and gain experience (practical aspects) from case studies and group discussions, in order to integrate this new material into their work habits.

Description:  The course targets the center of every project manager's people management challenges.  The course looks at methods that help inspire team members to want to work in a dedicated fashion on the project and, above that, how to aim for excellence in team performance.  The course includes: A combination of lectures, small group discussions, and individual analysis and reflection, centered on the challenge of cultivating team member commitment and sustaining it for the duration of the project. Examination of practical performance problems and their impact on team motivation is covered through the use of situational case review and role playing exercises.

1 COURSE OUTLINE: Organizational Structure - Look at one example of a structure to see how projects are “born”.

MANAGEMENT

 Definition

 Personality styles

 Facts

LEADERSHIP

 Definition

 Personality styles

 Facts

 Leadership competencies and discussion

 Key elements of Leadership

 Group discussions

 Important characteristics of a Leader

 Management and Leadership - a comparison

 Leadership – Making the difference

 Signs of impending deterioration of leadership

 Leadership styles

 Situational leadership

 Tuckman Ladder – 5 stages of development that a team will experience

o Forming

2 o Storming

o Norming

o Performing

o Adjourning

- How to navigate through the five development stages?

- How to motivate your team and keep them motivated throughout the project lifecycle?

 Seven (7) habits of effective people (leaders) (Steven Covey)

 Habits of distinguished leaders

 What is charisma, and is it necessary?

 Are you a manager or a leader?

COMMUNICATIONS

 Definition

 Corporate Communications

 Project Communications Management

 Interpersonal Communication

 Communication styles

o Assertive

o Agressive

o Passive-Aggressive

o Passive

 Communication Channels

3 o Verbal

o Non-verbal

o Written

 Facts

 Project Roles - Communication

 Project Communications Management Overview - Processes

o Plan Communications Management

. Inputs/Tools & Techniques /Outputs

. Case study or your own project

. Group exercise - Develop a Communications Management Plan

o Manage Communications

. Create, collect, distribute, store and retrieve project information based on the Communications Management Plan

. Audit and Archive

. Lessons Learned

o Control Communications

. Ensure that the information needs of the stakeholders are met

. Group discussion

 Managing Conflicts in Projects

o Common cause of conflict

o Mitigation strategies

o General techniques for resolving conflict

o Group discussion

4 PERFORMANCE

PROJECT PERFORMANCE

 Scope

 Schedule

 Cost

 Quality - Assurance and Control

 Risks

 Constraints

PROJECT MANAGEMENT PROCESSES

 Policies and Procedures

 Interface Management

 Project Management Framework

 Integrated Change Management and Control

 Performance tracking

 Reporting and Documentation

Project Team

 Aspects associated with attaining project results

Project Team member

5  Aspects associated with team member benefits

This approach will cover:

Review of PMBOK Process Groups according to the Project Life Cycle

 Executing

 Monitoring and Controlling

Review of PMBOK Knowledge Areas

 Two knowledge area identified by the Project Management Book of Knowledge (PMBOK)

6 Executing process group

 Human Resources knowledge area

o Acquire Project Team

o Develop Project Team

o Manage Project Team

 Communications Knowledge Area

o Manage Communications

Monitoring and Controlling process group

 Project Communications Management knowledge area

o Control Communications

Supplement Material

A participant’s manual will be provided to participants which includes presentation material as well as a case study.

Benefits to the participants

Throughout the activities, the participants will be able to examine their current practices in project management and will be able to apply newly acquired tools and methods which will help enhance their productivity as well as that of their teams.