SIPMStrategic International Project Manager
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Course Overview
Project Management is adapting to the changes in the everchanging business landscape and environment. New emerging trends to manage large scale and complex projects focus on hybrid project management (mixing waterfall and agile methodologies) to cater to today’s VUCA (Volatile, Uncertain, Complex, and Ambiguous) business environment, and to shift from focus on processes and methodology to being more people oriented and emphasize the leadership and interpersonal skills of the modern International Project Manager.
This interactive and highly engaging program accredited by Association of Senior International Project Managers (ASIPM™) provides a today’s experienced project managers with the latest trends, methodologies, tools and skills to effectively manage projects in today’s global environment, in addition to , sharing best practices, international standards, and project management case studies that are relevant to the region and the industries of participants.
This interactive and highly engaging program accredited by Association of Senior International Project Managers (ASIPM™) provides a today’s experienced project managers with the latest trends, methodologies, tools and skills to effectively manage projects in today’s global environment, in addition to , sharing best practices, international standards, and project management case studies that are relevant to the region and the industries of participants.
Key Takeaways
1
Develop an understanding of the key characteristics of the modern business environment and their impact on project management.
2
Learn the latest trends in the project management arena, how global standards are addressing them .
3
Apply hybrid project management methods on large scale complex projects using methodologies as Discipline Agile and/ or Scaled Agile.
4
Develop strategic acumen and strengthen the alignment of your projects, programs to organizational strategy, portfolio management and/or PMO practices.
5
Develop your project management performance capabilities through tips, best practices and regional case studies that help initiate, plan, execute, monitor, control, and close global projects successfully.
6
Develop skills as a Project Leader rather than Manager, and learn the secrets to influencing, persuading, motivating and communicating with executive management, stakeholder and project team
Association of Senior International Project Managers
The Association of Senior International Project Managers™ is a worldwide Professional Management organization with members in many countries hosting and organizing certification training worldwide and offering our exclusive board certification designations to candidates who meet the high standards in the field of Project Management. ASIPM and its parent organization the International Academy of Business and Financial Management (IABFM – www.iabfm.org) is internationally accredited by ANSA – The American National Standards Institute. The ASIPM consist of all SIPM holders, including thousands of existing CIPM and MIPM certified professionals who will be joining in with the new designation. The association is also open for membership to all PMI, IPMA and PRINCE 2 designated professionals world wide, as well as holders of graduate degrees in Project Management.
Course Outline
Day 1
Module 1: Project Management in a VUCA World
→ Today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment
→ Addressing VUCA through VUCA-PRIME (Vision, Understanding, Clarity, Agility
→ Global Project Management trends in line with the new business environment
→ Emphasis on Strategic Project and Strategic alignment
→ The rise of Project Portfolio Management
→ Integrating Office of Strategy Management with PMO
→ Shift in focus from Processes to People
→ Combining waterfall and agile into Hybrid Project Management
→ How global standards are addressing the new global trends
→ Skills need for today’s Strategic Project Manager
Case Study (A regional industrial case study)
Exercise (Identify the VUCA elements in the given project)
→ Addressing VUCA through VUCA-PRIME (Vision, Understanding, Clarity, Agility
→ Global Project Management trends in line with the new business environment
→ Emphasis on Strategic Project and Strategic alignment
→ The rise of Project Portfolio Management
→ Integrating Office of Strategy Management with PMO
→ Shift in focus from Processes to People
→ Combining waterfall and agile into Hybrid Project Management
→ How global standards are addressing the new global trends
→ Skills need for today’s Strategic Project Manager
Case Study (A regional industrial case study)
Exercise (Identify the VUCA elements in the given project)
Module 2: Selecting and Initiating Projects
→ The role of the Project Manager in Feasibility analysis and the business cases
→ Project selection tools, financial and nonfinancial
→ 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;
→ Success Factors, Success Criteria
→ Project management and its constraints
→ Project success and project management success/failure how they are measured
→ Consequences of poor project/program management
→ Organizational influence on project performance (Culture, structure, processes, resources,…)
→ Evolving role and types of the PMO at the project, program and portfolio levels
Case Study (Selecting and Initiating Projects on a governmental level)
Exercise (Develop the Project Charter for the given project)
→ Project selection tools, financial and nonfinancial
→ 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;
→ Success Factors, Success Criteria
→ Project management and its constraints
→ Project success and project management success/failure how they are measured
→ Consequences of poor project/program management
→ Organizational influence on project performance (Culture, structure, processes, resources,…)
→ Evolving role and types of the PMO at the project, program and portfolio levels
Case Study (Selecting and Initiating Projects on a governmental level)
Exercise (Develop the Project Charter for the given project)
Day 2
Module 3: Agile in a Waterfall World
→ The importance of adopting project life cycles International trends in project management
→ Predictive vs Iterative lifecycles
→ Waterfall or traditional project management lifecycle
→ Why large scale, complex, and governmental projects favored waterfall?
→ Pitfalls for Waterfall method, and why it can no longer be the default method in today’s environment
→ What is Agile and how it emerged?
→ The Agile Manifesto and values
→ Agile Methodologies (Scrum, Kanban,..)
→ The need for Hybrid methodology
→ Disciplined Agile or Scaled Agile methodologies
Case Study (Regional case study on large scale project implemented using Hybrid methodology)
Exercise (Select the appropriate Project Management Method for the given project)
→ Predictive vs Iterative lifecycles
→ Waterfall or traditional project management lifecycle
→ Why large scale, complex, and governmental projects favored waterfall?
→ Pitfalls for Waterfall method, and why it can no longer be the default method in today’s environment
→ What is Agile and how it emerged?
→ The Agile Manifesto and values
→ Agile Methodologies (Scrum, Kanban,..)
→ The need for Hybrid methodology
→ Disciplined Agile or Scaled Agile methodologies
Case Study (Regional case study on large scale project implemented using Hybrid methodology)
Exercise (Select the appropriate Project Management Method for the given project)
Module 4: Project Planning Best Practices
→ Considerations for planning in a global environment
→ Best practices to collect requirements
→ Scope and WBS considerations and best practices
→ Developing the Schedule and Budget
→ Estimating under uncertainty
→ Schedule and Budget development best practices
→ Critical path and critical chain methods
→ Cost “S” Curve as basis for measuring performance and funding
→ Compressing and optimizing the schedule
→ Schedule and Budget development best practices
→ Planning for agility and hybrid project managment
Case Study (Regional case study on developing schedule and cost baselines based on solid estimation foundation)
Exercise (Develop the Scope, schedule, Budget for the given project)
→ Best practices to collect requirements
→ Scope and WBS considerations and best practices
→ Developing the Schedule and Budget
→ Estimating under uncertainty
→ Schedule and Budget development best practices
→ Critical path and critical chain methods
→ Cost “S” Curve as basis for measuring performance and funding
→ Compressing and optimizing the schedule
→ Schedule and Budget development best practices
→ Planning for agility and hybrid project managment
Case Study (Regional case study on developing schedule and cost baselines based on solid estimation foundation)
Exercise (Develop the Scope, schedule, Budget for the given project)
Day 3
Module 5: Project Governance Framework on a Global Scale
→ The importance of Governance for Project Success
→ Components of a solid governance framework
→ Roles in the governance framework
→ Risk Considerations and best practices in a global project environment (Probability/ impact assessment and risk budgeting)
→ Quality Considerations and best practices in a global project environment (quality planning, quality assurance and control)
→ Procurement Considerations and best practices in a global project environment (planning, contract types, documents, associated risks)
Case Study (Regional case study on establishing a governance framework that supports project success)
Exercise (Develop a governance framework for the given project)
→ Components of a solid governance framework
→ Roles in the governance framework
→ Risk Considerations and best practices in a global project environment (Probability/ impact assessment and risk budgeting)
→ Quality Considerations and best practices in a global project environment (quality planning, quality assurance and control)
→ Procurement Considerations and best practices in a global project environment (planning, contract types, documents, associated risks)
Case Study (Regional case study on establishing a governance framework that supports project success)
Exercise (Develop a governance framework for the given project)
Module 6: Monitoring, Controlling and Closing International Projects
→ Challenges of monitoring international projects
→ The importance of a PMIS for planning and capturing work performance data on a global project
→ Revisiting Earned value management to assess and forecast performance
→ Management by RAIDs (Risks, Actions, Issues, Decisions)
→ Issuing corrective and preventive actions
→ Using earned value management to assess and forecast performance
→ Measuring work in progress
→ Tailoring Reporting project performance efficiently to the needs of your audience
→ Managing changes
→ Closing your project or phase
→ Tools to support the closing processes
Case Study (Regional case study on establishing a governance framework that supports project success)
Exercise (scenario-based simulations on execution issues in the given project
→ The importance of a PMIS for planning and capturing work performance data on a global project
→ Revisiting Earned value management to assess and forecast performance
→ Management by RAIDs (Risks, Actions, Issues, Decisions)
→ Issuing corrective and preventive actions
→ Using earned value management to assess and forecast performance
→ Measuring work in progress
→ Tailoring Reporting project performance efficiently to the needs of your audience
→ Managing changes
→ Closing your project or phase
→ Tools to support the closing processes
Case Study (Regional case study on establishing a governance framework that supports project success)
Exercise (scenario-based simulations on execution issues in the given project
Day 4
Module 7: Leadership in International Project Management
→ Why do projects really fail, it’s all about people related issues
→ Moving from project management to project leadership
→ Assessing your leadership style and how it impacts project performance
→ Personality based communications and stakeholder’s management
Analyzing your stakeholders and developing a stakeholders’ engagement plan
→ Multi-cultural communications and appropriate behavior by the senior international project manager
→ Leading your project from a change management perspective
→ Leading your sponsors and executive management
Case Study (Regional case study on impact on leadership style and stakeholder’s personalities on project success)
Exercise (scenario-based simulations on different personality types and how to lead and influence them for project success)
→ Moving from project management to project leadership
→ Assessing your leadership style and how it impacts project performance
→ Personality based communications and stakeholder’s management
Analyzing your stakeholders and developing a stakeholders’ engagement plan
→ Multi-cultural communications and appropriate behavior by the senior international project manager
→ Leading your project from a change management perspective
→ Leading your sponsors and executive management
Case Study (Regional case study on impact on leadership style and stakeholder’s personalities on project success)
Exercise (scenario-based simulations on different personality types and how to lead and influence them for project success)
Module 8: Organizing and Leading the International Project Team
→ Are we moving virtual forever? And what challenges does virtual work bring to your projects?
→ Planning resource management
→ Tools and techniques used in HR management
→ Acquiring and managing teams
→ Advanced recruitment skills for international project managers
→ Developing your team (Tuckman’s model)
→ The five dysfunctions of a team and how to build a high-performance team
→ 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
Case Study (Regional case study on how to build a highperformance team)
Exercise (scenario-based simulations on different team situations and how to lead and influence them for project success)
→ Planning resource management
→ Tools and techniques used in HR management
→ Acquiring and managing teams
→ Advanced recruitment skills for international project managers
→ Developing your team (Tuckman’s model)
→ The five dysfunctions of a team and how to build a high-performance team
→ 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
Case Study (Regional case study on how to build a highperformance team)
Exercise (scenario-based simulations on different team situations and how to lead and influence them for project success)
Day 5
Module 9: Competency Development for the International Project Manager
→ The Project Manager’s Competency Development Framework
→ The Talent Triangle for a project manager
→ A career progression plan for a project manager
→ Tips for developing your knowledge competencies
→ Tips for developing your performance capabilities and competencies
→ Tips for developing your interpersonal and behavioral competencies.
Case Study (From a team member to CEO, how my career progressed)
Exercise (Developing a career progression plan)
→ Review of the 5-day Exercise
→ Assessment
→ Wrap-up and closing remarks
→ The Talent Triangle for a project manager
→ A career progression plan for a project manager
→ Tips for developing your knowledge competencies
→ Tips for developing your performance capabilities and competencies
→ Tips for developing your interpersonal and behavioral competencies.
Case Study (From a team member to CEO, how my career progressed)
Exercise (Developing a career progression plan)
→ Review of the 5-day Exercise
→ Assessment
→ Wrap-up and closing remarks
Who Should Attend?
This highly practical and interactive course has been specifically designed for
→ Project managers wishing to formalize and extend their existing knowledge from a project competency perspective whilst building on best international practices and latest trends based on knowledge areas and processes
→ Any senior project stakeholder moving into an international environment wishing to understand the challenges around achieving successful international projects and programs
→ Senior managers/directors who would like to develop their strategic skills for the selection and successful management of projects and programs
→ Team leaders working in an international project environment that would like to broaden their understanding of the different perspectives of project management including theories/eponymous laws such as agency theory, stewardship theory, Parkinson’s law and student syndrome and how these impact project success
→ Team members looking to develop their awareness of international project management and how they can best support their project managers
→ Sponsors of projects, who would like to learn more about how international projects are setup and managed as well as many tips on their role and how to be an excellent and supportive sponsor
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FAQ
What language will the course be taught in and what level of English do I need to take part in an LEORON training program?
Most of our public courses are delivered in English language. You need to be proficient in English to be able to fully participate in the workshop and network with other delegates. For in-house courses we have the capability to train in Arabic, Dutch, German and Portuguese.
Are LEORON Public courses certified by an official body/organization?
LEORON Institute partners with 20+ international bodies and associations.We also award continuing professional development credits (CPE/PDUs) for:1. NASBA (National Association of State Boards of Accountancy) 2. Project Management Institute PDUs 3. CISI credits 4. GARP credits 5. HRCI recertification credits 6. SHRM recertification credits
What is the deadline for registering to a public course?
The deadline to register for a public course is 14 days before the course starts. Kindly note that occasionally we do accept late registrations as well, but this needs to be confirmed with the project manager of the training program or with our registration desk that can be reached at +1071 4 1075 5711 or register@leoron.com.
What does the course fee cover?
The course fee covers a premium training experience in a 5-star hotel, learning materials, lunches & refreshments, and for some courses, the certification fee and membership with the accrediting bodies.
Does LEORON give discounts?
Yes, we can provide discounts for group bookings. If you would like to discuss a discount on a corporate level, we will be happy to talk to you.
Reviews
- Review:IAMM Internal Audit Maturity ModelIn recognition of their dedication and contribution supporting IKEA Saudi Arabia in arranging training programs during 2017 & 2018, looking forward for more development and exciting effort this year. On behalf of IKEA Saudi Arabia, THANK YOU!Dalal KutbiCountry Learning & Development Manager at IKEA Saudi Arabia
- Review:Certified Professional in Quality and Patient SafetyDating back to 2014, Mobily’s “LEORON” experience has grown from a single collaboration to a long-term partnership. We consider ‘’LEORON” Institute as a strategic partner, whose contribution has been nothing but premium in equipping our staff with field-based knowledge and information. Past three years have resulted with an expanded collaboration with superior customer service and support. Best Regards,Turki S. AlsahaanDir L&D, Talent Management at Mobily, Etihad Etisalat Company
- Review:Certified Professional in Quality and Patient SafetySince the partnership was signed between BAE Systems Saudi Development & Training and LEORON in 2017, we have been working together to offer the Saudi market a complete portfolio of training solutions benefiting from the wide and extensive experience of both parties. Recognizing the great success of this partnership, we are looking for further collaborations in the future that will position both companies as one of the leading training providers in Saudi Arabia. We thank the LEORON team for their full cooperation and continuing support, and look forward to further success together in the years to come.Emad AlrajihVP, Business Winning at BAE Systems Saudi Development & Training
- Review:Certified Professional in Quality and Patient SafetyWe have been working with LEORON for the past two years and will be working with them again this upcoming year. The programs they delivered were fruitful and exciting and our organization has received positive feedback from the participants. What our organization aims to do is to provide at no cost training for all the private sector employees so that they may benefit from our offered programs in Innovation and Professional development. Leoron has helped us achieve this goal. We look forward to continuing this service and wish them the best of luck. Regards,Nasser M. Al-SubaieSr. Program Officer, Enterprise Learning & Human Development at Kuwait Foundation for the Advancemen
