Project management for project leaders

Many, many practising managers and project leaders, countless researchers have sought and continue to seek the answer to the question of why it is that, although projects are unquestionably 'perfectly' designed from an engineering or other professional point of view, the vast majority of them end in failure or with fragmented results. The answer has been found many times and by many people, wherever they started from, and it is quite trivial: the outcome of the project depends primarily on the people involved in the project.

The training aims to present the project manager's tasks from the perspective of the leader and the manager: it highlights the interpersonal events that take place in the project team during the project and it goes around the role of the people involved in the project and the resulting behaviours. Through this lens, it views the project manager's tasks and prepares participants to manage their projects effectively and efficiently.

The training is recommended for beginners or practicing project managers who want to improve both their managerial and leadership skills; and for company executives, owners, senior managers who want to get a managerial perspective on the work of project managers.

When we talk about management, we usually think about managing, directing and leading the team we are assigned to. However, in today's complex and fast-paced business environment (VUCA world!), it is clear that the dependency is two-way: not only do subordinates depend on their managers, but managers depend on their subordinates. At the same time, whether we admit it or not, the relationship with the "boss" is a crucial relationship in everyone's life.

In the context of a project, this dual dependency and the relationship with the project manager becomes even more important, because very often the dependency relationships within a project are not "standard": in "normal" work, we have to correspond to the functional manager and in the project to the project manager, and managing or working in a matrix is not an easy genre!

• Stakeholder analysis of the project
• Analysis of the changes induced by the project from the perspective of the organisation and the individual
• Collaborative development: the relationship between the project life cycle and the life cycle of teams and their management
• Learning in the project:
  • The learning organization and the learning individual
  • The learning curve
  • Communication during the learning curve
• The productive team model: the relationship between performance and morale and its laws
• Managing change
  • Sense and emotion in the project
  • Motivation and communication
  • Communication of change at different stages of change (thawing - transformation - refreezing)
• Conflict management

Following the training, company, programme or project office or individual coaching and team-coaching sessions are available to apply the lessons learned to specific team or individual projects or to solve any stuck points/problems. If required, the project manager's leadership skills and abilities are assessed with a CAPTAIN test and an individual development plan is developed based on this.