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Strategic Project Management: Achieving Organizational Goals
Course: 287
Type: RealityPlus
Duration: 4 Days
You Will Learn How To
- Manage complex projects involving substantial budgets, strategic risks and aggressive time scales
- Determine key business benefits and project financial feasibility
- Align your cross-functional projects with organizational strategy and life cycles
- Communicate effectively with key stakeholders to ensure project success
- Monitor and report project progress using Earned Value Management
- Design an effective change management process that delivers and supports strategic business projects
Course Benefits To avoid delay, disruption and extra work, project managers need strong leadership, communication and problem-solving skills to make sound business and organizational decisions. Through an intensive four-day project simulation, you experience real-world situations in which your decisions impact the outcome of your project. You also have access to productivity tools and templates for use back at work.
Who Should Attend Project and program managers who are responsible for managing business-focused projects. Experience, including creating Gantt and PERT charts, and performing basic risk analysis at the level of Course 296, "Project Management: Skills for Success," or Course 340, "Project Management for Software Development," are assumed.
Through an authentic case study simulation, you gain experience presenting plans and managing business issues in a complex project. Paper and PC-based activities include:
- Identifying and managing stakeholders
- Analyzing project feasibility
- Preparing a communication plan
- Identifying and analyzing strategic risk
- Assessing suppliers against established standards
- Evaluating project progress using EVM
- Responding to project change
- Measuring and presenting results
- Applying best practice leadership skills
- Creating lessons learned for organizational improvement
Course 287 Content
- Comparing simple and complex projects
- Diagnosing and measuring project complexity
- Structuring a complex project
- Validating project priorities in the organization
- Managing the capacity load balance
- Appraising business benefits
- Establishing technical and organizational readiness
- Leveraging the strengths of existing matrix organizations
- Working with weak, strong and projectized environments
- Managing stakeholder priorities
- Determining stakeholder significance and impact
- Mapping information needs
- Selecting the appropriate media
- Implementing and using a RACI diagram
- Choosing a communication channel
- Deciding how frequently to communicate
- Identifying key APM, PMI® and PRINCE2® components that support your project
- Employing best practices for managing your project life cycle
- Defining the functions of a PMO
- Leveraging the advantages of a PMO
- Identifying strategic risks in the project
- Employing checklists
- Evaluating the impact of risk on your plan
- Qualitative vs. quantitative techniques
- Choosing the best course of action
- Prioritizing risk action plans
- Applying a vendor selection process
- Evaluating “make or buy” decisions
- Calculating cost of ownership
- Evaluating vendor proposals
- Negotiating contracts to manage risk
- Leveraging the power of EVM to keep projects on track
- Computing CV, SV, CPI and SVI measures
- Predicting likely outcomes
- Charting project performance
- Ensuring the EVM data is correct
- Avoiding common traps of EVM
- Interpreting EVM charts for decision making
- Mapping the business processes
- Setting controls and thresholds for change
- Identifying sources of change
- Crafting a change management process
- Avoiding the “gold plating” culture
- Becoming a strategic project manager
- Championing professionalism and ethics
- Closing and evaluating the project
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The PMI R.E.P. logo is a registered mark of the Project Management Institute, Inc. RealityPlus is a trademark of Learning Tree International.
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