€3,990

Senior International Project Manager

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SIPM is a fast moving and engaging seminar, focusing on a pragmatic approach and applying a series of processes that are regarded as first-class practices within project management. This course seeks to equip the participants with a clear method to manage projects, with practical tools and techniques designed to make the classic project tasks easy to handle. During the seminar, participants will undertake fifteen exercises in small groups given them the opportunities to apply the theory blocks and reinforce the learning.

The training course on Managing International Project & Programs for the Senior Project Manager addresses the processes of modern project management, in particular, the aspects of initiating, planning, executing, monitoring, controlling, and the close-out of multi-facet/multi-disciplinary programs. The course affords the attendees the opportunity to apply modern project management tools and the current techniques for improved project planning, execution and control of international projects. Further, the course allows the attendees to participate in small group and full class discussions on the current issues and professional topics addressed in the course and the broader issues and concerns of the international program management arena.

MODULE 1
PROJECT MANAGEMENT IN THE INTERNATIONAL ARENA
»»Project, Project Management, Program management, Portfolio management vs. Operations
»»Strategic alignment
»»Project success and project management success/failure how they are measured
»»Consequences of poor project/program management
»»Success Factors, Success Criteria
»»Organizational structures and their influence on project performance
»»Evolving role and types of the PMO at the project, program and portfolio levels
»»Project management and its constraints
»»The importance of adopting project life cycles International trends in project management
»»Organizational impact on projects including governance, stakeholders
MODULE 2
INITIATING AND ORGANIZING INTERNATIONAL PROJECTS
»»Challenges of initiating (complex) projects
»»Defining the statement of work on internal and external projects;
»»Using creative techniques to set a product or service vision
»»Feasibility analysis and the business cases
»»Project selection tools, financial and non-financial
»»Challenges of selecting international projects; alignment with organizational strategy
»»Balancing projects within a portfolio;
»»Establishing a project charter
»»Mandating the project under a program; establishing priorities among constraints;
»»The role of the kick off meeting

MODULE 3
PLANNING THE SCOPE ON INTERNATIONAL PROJECTS
»»Challenges of defining the scope in complex projects
»»Using multiple creative techniques to gather requirements whilst building stakeholder consensus
»»Requirements gathering with dispersed stakeholders
»»Techniques to prioritize requirements
»»Requirements traceability
»»Building the scope statement
»»Avoiding scope ambivalence
»»Using a product breakdown structure to build a common understanding
»»Setting up the Work Breakdown Structure (WBS)
»»WBS development best practices in projects

MODULE 4
PRODUCING INTEGRATED PROJECT SCHEDULES
»»Challenges of scheduling projects
»»Working with dependencies
»»Estimating durations
»»Team consensus techniques to estimate durations
»»Creative technique to quickly estimate durations
»»Estimating under uncertainty
»»Critical path and critical chain methods
»»Understanding different schedule types
»»Compressing and optimizing the schedule
»»Schedule vertical and horizontal traceability on projects
»»Schedule development best practices
»»Presenting formats to management
»»Analysing the schedule risk

MODULE 5
ESTIMATING AND BUDGETING COSTS
»»Challenges of budgeting projects
»»Understanding cost types
»»Estimating costs Life cycle costing
»»Understanding the how to create a (risk based) contingency reserve
»»Cost budgeting, “S Curve” and the performance measurement baseline
»»Reconciling funds
»»Working with control accounts
»»Tracing and authorizing costs in projects

MODULE 6
MANAGING QUALITY
»»Challenges of meeting project quality requirements
»»Understanding the stakeholders’ product, process and project quality expectations
»»Translating expectations into quality standards and metrics
»»Auditing quality
»»Organizing the team for process improvement activities
»»Controlling quality

MODULE 7
ORGANIZING AND LEADING THE INTERNATIONAL PROJECT TEAM
»»Planning resource management
»»Tools and techniques used in HR management
»»Acquire and management teams
»»Advanced recruitment skills for international project managers
»»Managing group dynamics throughout the project
»»Dealing with potential sources of conflict throughout the project life-cycle
»»Maslow’s Hierarchy of needs
»»Motivation – Herzberg’s Motivation/ Hygiene theory
»»Understanding what motivates people and analyzing personal value systems.

MODULE 8
STAKEHOLDER AND COMMUNICATIONS MANAGEMENT SKILLS FOR THE
INTERNATIONAL PROJECT MANAGER
»»The need for effective international stakeholder management
»»Identification and mapping of stakeholders according to different classifications
»»Challenges of meeting stakeholder expectations in changing environments
»»Example on how to classify and proactively manage international stakeholders
»»Establishing a communications management plan
»»Communications tools and techniques
»»Communication processes
»»Communications technology
»»Multi-cultural communications and appropriate behavior by the senior international project manager
»»Advanced presentation skills for project managers
»»Preparing and presenting project reports

MODULE 9
RISK MANAGEMENT
»»Addressing cultural and process related issues while managing risks
»»Establishing a risk management approach and understanding risk tolerance and appetite
»»Conducting workshops and using creative techniques to identify risks
»»Formulating risks
»»Understanding risks scores and generating consensus over risks’ criticality
»»Assessing overall project risk, assessing risks quantitatively, responding to project risks
»»Establishing and managing the contingency reserve
»»Reassessing project risks, auditing risks and reporting risk metric
»»Creating a risk managing culture and selling risk management to senior management

MODULE 10
PROCUREMENT MANAGEMENT
»»Need for structured procurement
»»Importance of planning
»»Types of procurement documents
»»Types of contracts and associated risks
»»Conducting and administering the procurement process
»»Importance of managing contracts and outsourcing partners

MODULE 11
MONITORING AND CONTROLLING INTERNATIONAL PROJECTS
»»Challenges of monitoring international projects
»»Process and human related issues in performance measurement
»»Colleting work performance data in an international project
»»Earned value management
»»Issuing corrective and preventive actions
»»Using earned value management to assess and forecast performance
»»Measuring work in progress
»»Managing projects issues and problems
»»Reporting project performance efficiently according to the audience
»»Managing changes

MODULE 12
INTERNATIONAL PROJECT TERMINATION AND PROJECT CLOSEOUT
»»Detailed process to close the phase or project
»»Tools to support the closing processes
»»Facilitation of Lessons Learned Discussions

Feel free to get in touch at mel.k@leoron.com or give us a toll free call at tel: +971 800 536766

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