The document describes a series of 8 advanced project management courses offered by IPMA in 2010. The courses cover topics like project preparation and start-up, auditing and health checks, managing risk and uncertainty, coaching and facilitation, leadership in crisis situations, leading distant projects, program management, and corporate project portfolios. Each course is 3-4 days long and taught by leading project managers and educators. The courses aim to expand competencies for senior project managers, consultants, and trainers. Participants will learn frameworks, tools, and strategies for addressing high-level project management challenges in each topic area.

1. IPMA Advanced Courses 2010
Competence improvement for
senior project managers, consultants and traners
4 – 6 March 2010 in Copenhagen

2. Intro

3. Briefing – to give you inspirations her and now

4. Purpose of the bouquet
• Offer you unique opportunities
for expanding your project management competencies.
• Highly relevant for senior project managers,
project consultants, and project management educators.
• Also address training requested by candidates for
IPMA certification of project managers at Level B and Level A.
• Offer intensive in-depth training in high-level issues.
• Instructors are leading project managers and educators with
internationally proven experience.

9. IPMA Advanced Course A
Effective preparation and start –up
of projects

10. Course A: Faculty

11. Natural law of drowning in execution issues

12. Distinguish lead and perform management

13. Project preparation – one of the PM phases

14. Typical steps of a project preparation process

15. The role as facilitator – in brief
Integrating
the process: • Establish an overall perspective at the
session.
• Ensure direct balance between result and
process
Performance: • Focus on the aim of the meeting and the time
application
• Focus on summing-up and potential
conclusion
Stimulate :
• Ensure that everybody gets attention /
participates
• Ensure caring for common rules of game

16. Course A: Training objectives
1. Promote the preparation and start-up concept
2. Plan the preparation and start-up process
3. Manage preparation and start-up workshops
4. Intensify communication by skilled facilitation
5. Structure the project management documents
6. Implement improved preparation and start-up

17. IPMA Advanced Course B
Auditing and health checks of
project management

18. B: Faculty

19. Company mature

20. Project Status: BSC
Project objectives and Context
Realisation of project objectives
Realisation of objects of consideration
Contribution to company strategy
Relationship to other projects
Business Case
Planning, Controlling Project organisation, project culture
Project progress Project roles
Project schedule Project Project communication
Project budget Project team work
Project resources Development of project culture
Project risks
Environmental relationship Design of Process
Environment 1 Application PM-methods
Environment 2 Communication structures
Legend Environment 3 IT and Telecom infrastructure
very poor Environment 4
poor Environment 5
ok
good
excellent

21. Micro Design: Interview
• Introduction (ca. 10`)
– Introduction, description context, interview objectives
– Clarification method “interview”
– Clarification roles
– Clarification documentation
– Rules
– Overview questions
• Perfomance (ca. 40`)
• Close down (ca. 10`)
– Summary
– Clarification open questions
– Agreement on further steps

22. Course B: Training objectives
1. Understand the concept of projects and programme auditing.
2. Recognise different types of auditing and their increasing importance.
3. Utilise audits as instruments for learning.
4. Recognise that different PM standards lead to different auditing results.
5. Apply hands-on instruments for project management auditing.
6. Understand the required behavioural of project auditors.

23. IPMA Advanced Course C
Managing project risk, uncertainty
and value in new ways

24. Course C: Faculty

25. Management parameters and allowances for uncertainty
Probability
A density portrayal is convenient for
understanding what is involved here
stretch target value
contractor’s commitment target value
client’s commitment target value
expected value Outcome value
provision contingency

26. Layered contribution curves – jacket example
original jacket base plan completion date
1.0
1
2
Cumulative probability
3
4
5
6
0.5
0
January April July Oct
Date in year 5
Probability curves show the cumulative effect of the following components:
1. yard not available or mobilisation delays 4. material delivery delays
2. construction problems and adverse weather 5. industrial disputes
3. subcontracted node delivery delays 6. delayed award of fabrication contract

27. Complex option choice example – hook-up barges
Cumulative probability 1.0
Curve for
3m barge
a The 3m offshore pipe laying
barge involves both
0.5
a lower expected cost
and less risk,
Curve for
which makes it
1.6m barge
a risk efficient choice
0
Cost
Expected cost b c Expected cost
using the using the
3m barge 1.6m barge

28. Course C: Training objectives
1. Concepts of a “constructively simple” uncertainty approach.
2. Abandon widely used counter-productive concepts and tools.
3. Risk management in terms of the benefits provided by the new processes.
4. Embed the new processes and concepts in an organisation
5. Handle issues associated with risk management.
6. Understand sources of bias associated with estimates,
and how to avoid them, based on case studies and case based exercises.

29. IPMA Advanced Course D
Coaching and facilitation as a
lever for efficiency in projects

30. Course D: Faculty

31. What is your benefit?
• Learn how to support others
(project manager, team member) with coaching
• Learn how to make boring and time wasting
meetings interesting, effective and efficient

32. Content
• Communication Tools
• Coaching Exercises
• Team Development
• Simultanious Documentation
• Clarify Meeting Objectives
• Meeting Process
• Plan a Meeting
• Facilitation Exercise

33. How?

34. Course D: Training objectives
1. Understand the concept of project facilitation and coaching.
2. Identify situations where a facilitator and where a coach is needed.
3. Facilitate the problem-solving process of a team.
4. Design facilitation and coaching processes.
5. Apply helpful communication tools in typical project situations.
6. Promote the team development process.
7. Increase your own competences in facilitation and coaching.

35. Your two trainers are waiting for you

36. IPMA Advanced Course E
Leadership in project crisis
situations

37. Course E: Faculty

38. Course E:Topics
• Project crisis in practice
• Definition of the project crisis
• Crisis management basics
• Prevention of and provision for project crises
Excursus: Claim Management as important tool for crisis prevention
• Project crisis resolution
• Leadership aspects of crisis resolution
• Improvisation as a powerful concept in though project situations
• Claim management

39. Course E: Benefit
• Get an overview on the most important crisis management
methods and processes.
• Learn how to apply selected instruments and processes.
• You will become well-equipped to deal with a potential crisis.
• Special emphasis will be put on
leadership behavioral aspects in project crisis.

40. Course E: Training objectives
1. Project crisis in practice
2. Definition of the project crisis
3. Crisis management basics
Processes – roles – methods – leadership aspects
4. Prevention of and provision for project crises
– the proactive side of crisis management.
5. Project crisis resolution
6. Leadership aspects of crisis resolution
7. Improvisation as a powerful concept in tough project situations

41. IPMA Advanced Course F
Leading projects from a distance

42. F: Faculty

43. Isolation
Fragmentation
Disorientation

44. Lesson 1: Why email won’t work for distant leaders
• Not a group memory
• Fragmentation and threaded conversation
• Communication need is not uniform
• Risk of exclusion
• Poor understanding of context
• Poor tool for planning
• Does not support creativity
• Can’t manage documents and versions

45. Lesson 2: Will the team deliver?
High
Perf
Performance Impact
Team
Real
Team
Working Potential
Group Team
Pseudo
Team
Souce: Katzenbach-Smith
Effort to improve Team Effectiveness

46. Course F: Training objectives
1. Understand the essence of distance leadership
2. Build trust and resolve conflicts in teams
3. Collaborate and negotiate a cross cultures
4. Select and use the appropriate communication tools
5. Direct work effort and control the outcome from a distance
6. Barriers in organizations and teams when implementing remote work
7. Gain insight in your personal areas for future development

47. IPMA Advanced Course G
Programme management to
innovate effectively

48. Course G: Faculty

49. When to use programmes
Target
operation
KPTs Manage
this with
Projects aligned to Programme
strategic objectives Managemen
Current Operational plans
operation refocused
Time

50. An initial approach
Strategic portfolio group CEO
CFO
Strategic CIO
initiatives
Portfolio office Portfolio
CIO/IMgt management
Innovation bus
case reporting Business case
reporting
Project 1
Exception
Project 2
Innovation
reporting 3
Project
initiatives
….
Project n
3 6 9 12 months
IPMA Course G

51. Fundamental principles
• Remain aligned to the strategy
• Ensure strong leadership
• Envision & communicate a better future
• Focus on benefits
• Add value
• Deliver a coherent capability
• Learn from experience
 Get and keep the business in the lead

52. Course G: Training objectives
1. Promote the concept of programme management
2. Benefit from reference methods for programme management
3. Manage the initiation of programmes
4. Control the execution of the programme
5. Facilitate communication and negotiation
6. Realise benefits
7. Implement programme management in your organisation,

53. IPMA Advanced Course H
Managing the corporate project
portfolios

54. Course H: Faculty

55. PPM maturity model and main flow of the course
s
ect 5. Pre- and Post-project evaluation
r oj
t p ht
h ig
of business benefits and continuous
rig s r
e ct
development of project culture
th
ng roje
doi g p 4. Systematic project
t is oin
prioritization
en is d
m t
age en
an gem 3. Resource management
m a
lio an across all projects and other work ss
.
t fo t m e
or jec
P o in egy
s t
Pr
t bu tra
2. Awareness of the
j ec of s
status and balance of projects ro on
p i
of zat
y li
1. Awareness of enc rea
fici ter
ongoing projects Ef as
F

56. Example of key issues: Strategic Portfolio reporting
Planned: autonomous growth, Connecting
10%
building travel brand, projects to the
20%
strategy of
development .com,
20% your organisation
low cost, high by use of
productivity, 20%
compliance, 5% focus area's
business continuity,
15%
HRM, employee
development, 10%
autonomous growth,
Actual: 12%
building travel brand,
7%
development .com,
38%
low cost, high
productivity, 14%
compliance, 17%
business continuity,
7%
HRM, employee
development, 5%

57. H: Training objectives
1. Understand Project Portfolio Management (PPM)
2. Develop a single project model that supports an effective PPM
3. Develop the PPM model and methodologies
4. Describe and measure the business benefits
5. Build PPM Processes as a part of corporate management system

58. Welcome at the next IPMA Advanced Courses