Course Objectives

• Become familiar with the planning activities required for successful team projects.
• Understand key aspects of executing a team project.
• Learn key ways to successfully make the transition from your former job to a project management position.
• Know how to apply cost, schedule, and performance when planning and managing team projects.
• Be able to construct different types of project teams.

Course Outline

• Introduction and Review of Participant Project Experiences
• Establishing the Relationships Among Project Sponsors, Project Managers, and Task Leaders --defining project targets, goals, and objectives; criteria for manageable objectives; yardsticks to measure project projects; class exercise in creating manageable objectives.
• Team Structure Models -- the purpose of project teams; the variable role of the project manager in three project models; purpose and development of core teams; creating team support structures.
• Developing the Project Plan -- role of the project leader; including measurable milestones (gates); task assignment vs. delegation; class exercise in project plan development. The Project Plan Review Cycle-buy-in and ownership; approval and revision; class exercise in plan ownership.
• The Four Key Reports -- agendas; minutes; status reports; corrective actions.
• Gates (Milestones) -- reporting progress; promotion to the next stage; class exercise in reviewing project gates.
• Project Conclusion and the Exit Report -- what was delivered; recommendations for improvements; items to avoid; individual vs. organizational learning
• Summary

Who should attend?

R&D professionals with little or no experience in managing projects and work teams or for experienced managers who are seeking new insights. Anyone who suddenly finds him or herself responsible for conducting cross-function work teams and delivering cost, schedule, and performance results for a variety of products.