Description

Training for project directors to take a step forward in their career. The population of project managers in office and already trained at a first level is growing. Companies are starting to structure project sectors in which the role of project director is identified and highlighted. This is generally the culmination of the journey, which then opens doors to executive committees. To become Project Directors, project managers with potential must develop their skills in different areas which are treated successively in the four parts of the cycle: mastery of the organization of the company, to go beyond simple project organization; personal development, to adopt the right posture; excellence in mastering project management tools; flexibility in operating in international, multicultural or multi-site environments. The training of project directors is becoming a strategic issue in the management of the skills of future business leaders, and in the management of high potentials. The participants meet throughout the course of the cycle and can thus share the practices and experience acquired between the cycle parts, promoting their appropriation. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

For whom ?

Project Director or PMO Director. Project manager who has already led a project or already trained in project management or project management.

Prerequisites

Training objectives

Take into account the specificities of the organization to adapt project governance.

Create trust between project stakeholders.

Anticipate all project deviations, taking advantage of the most relevant tools.

Act remotely, act with different cultures, making diversity a strength of its projects.

Training program

• Remote activity
  • - To illustrate the contribution of knowledge: a video 'The specificities of project management'.
• Use business strategy to guide project definition
  • - Transform the strategy into a program.
  • - Structure project/program/portfolio.
• Choose the organization of projects
  • - Advantages/disadvantages of different project organization methods.
  • - Place the weight of the project line in relation to the permanent structure.
• Define the governance of the projects under your responsibility
  • - Define the launch, progressive validation and acceptance process.
  • - Integrate into the company's governance.
• Putting the PMO at the service of the company
  • - Set up a PMO in the company.
  • - Define project and PMO KPIs.
  • - Know how to work with the supervisory PMOs.
• Know yourself better as a project manager

  - n'as pas encore du programme

• Adapt your communication to each stakeholder in the project

  - n'as pas encore du programme

• Establish a climate of trust in the project
  • - Foster constructive contacts.
  • - Find the right level of influence and control.
  • - Communicate and dialogue frankly and openly.
• Optimize your relationships with others in the project team
  • - Give and receive feedback in a positive, non-aggressive manner.
  • - Identify the different forms of defensive mechanisms present.
• Develop your leadership role: effective leadership
  • - Become aware of your own qualities as a leader.
  • - Overcome your rigidities, increase flexibility and personal influence.
• Planning projects with the right level of tension
  • - Measure the tension on a project.
  • - Contract with the batch managers the right level of tension.
  • - Decide which principles of the critical chain to put in place.
• The value acquired to detect drifts as they appear
  • - Know how to communicate the acquired value, make it a central tool.
  • - Integrate IPCs, or even IPDs, into project KPIs.
• Monitoring the achievement of project performance
  • - Defining performance in project management.
  • - Indicators on requirements.
• Act with different contributors
  • - Identify all the stakeholders in a project and their communication needs.
  • - Adapt communication to the context and the requirements of change management.
• Working with remote teams

  - n'as pas encore du programme

• Taking advantage of cultural diversity in international teams
  • - Cultivate your intercultural competence.
  • - Resolve conflicts while taking cultural specificities into account.
• Remote activities
  • - them training modules: 'Process Com©: adapt your communication to the profile of your interlocutors'; 'Process Com®: react in stressful situations'.
  • - Evaluation of acquired knowledge