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“How Executives Can Act For Project Success"
This course provides an interactive approach to exploring the role project sponsors have in project excellence.
For projects to succeed, project managers need executive support and sponsorship. But even those executives who are most committed to using project management are often divided in their actions between their other executive responsibilities and their limited understanding of a project sponsors function. We’ll examine how executives can more fully engage themselves in the projects they support and sponsor; how they can help their projects succeed.
Our well-known PDI (practical, dynamic and interactive) methodology is the basis for our highly effective course format including a highly interactive case study providing the opportunity to solve a real life project sponsorship problem during the course.
Executives involved with projects, either directly as sponsors or indirectly on steering committees.
Length
One day
(08h00 – 17h00). |
Class size
Maximum 12 participants |
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Handle the challenge of improving communication with project managers so as to improve the way they manage projects. Know what actions to initiate and implement, which are expected from a sponsor that will help establish a project management based organisational culture.
This one-day workshop provides sponsors with the information and skills they need to oversee projects effectively. In the first half of the workshop sponsors will learn the seven keys to project success, how to structure projects, the role of the project office, skill requirements for project leaders, how to effectively empower a project team, how business processes relate to projects, and the role of the sponsor and functional manager.
In the second half of the workshop, sponsors create a charter, review real-life project plans and status reports, and identify problems and solutions to problems they have experienced with projects. At the end of the program, sponsors will have a clear understanding of what their role requires, and how to provide the oversight needed for any project they might encounter.
- The five stages of project effectiveness
- The seven keys to project success
- The role of the project office and managing steering committees
- The role of the sponsor
- How to evaluate a project charter
- How to review a project plan
- How to assess status
- How to empower a project team
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Upon completion of the highly interactive exectuive development class, participants will be able to:
- Clarify project roles that various stakeholders play, including the project sponsor
- Define the role and responsibilities of an effective sponsor, including the significance of the role and the purpose
- Assess effective project sponsorship performance that improves project results and reduce project cycle times
- Develop improved project manager – project sponsor working relationships
- Understand the challenges of matching projects to sponsors
- Review and evaluate project charters, project plans and status reports
- Manage and maximise steering committees
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Prospective tennis players can read many books on tennis, and get an understanding for how the different strokes work. However, they really don’t improve until they go out and hit the ball. In the same way, while some participant learning does occur during the interactive instructional sessions, we find that most of the “real learning” transpires when the participants get a chance to exercise their skills. Participants in The Effective Sponsor class exercise their skills in a HBR case study in which a company’s failing CRM project implementation is significantly influenced by the role of a disengaged project sponsor. A Harvard Business Review (HBR Case), “They Bought In. Now They Want To Bail Out” by Eric McNulty.
Many of our clients find it helpful to customise the case study to provide maximum opportunity for their participants to transfer the skills to their work place. Due to the modular way in which the course is designed, customising a case study can require as little as one or two days of effort. Customisation of the case study would involve selecting a current or historical project that is or was “challenged”. Interviews are conducted with the project manager, project sponsor and members of the steering committee. These interviews are conducted based upon questions which aim to uncover the barriers that commonly obstruct executive action and support in sponsoring projects. Along with the project charter, project plan, and current status report a case is developed which is then incorporated into the class exercises.
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- R4 980.00 (excl.VAT) per person including the Project Sponsor Toolkit
- Corporate rates available upon request.
For more info email caroline@masterplan.co.za
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