Realising Corporate Goals with Pragmatic Change …mitconsultants.com/pdf_files/The Four Seasons...

+356 273 00 3106 www.mitconsultants.com [email protected] Enrol Online

All Courses are aligned to the Project Management Institute

Body of Knowledge and are Credited with PDU’s

The “Four Seasons Suite” is Managed & Organised by

High Quality Training Courses presented by

Internationally Recognised Expert Speakers

Realising Corporate Goals with Pragmatic

Change Management

Management of Change By Programmes & Projects

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Achieving Organisational Goals

Strategic Project Management

Managing Programmes "Survival of a species is determined by their ability to adapt to a changing environment“

Charles Darwin

http://www.mitconsultants.com/html/mit_courses_enrol.html


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All Courses are presented by International Expert Speakers

Key Reasons for attending the “Four Seasons Suite” programme of

Management of Change By Programmes & Projects FOUR Effective and High Quality Training Courses

Dear Delegate,

The “Four Seasons Suite” programme is invaluable to all Executives from CEO to Business Managers and Decision Makers who seek a pragmatic understanding of the key issues and opportunities of Management of Change by Projects. The programme of four intensive and interactive courses focuses on how to address the challenges that Business Organisations face: constant Social, Political, Economic, Technological and Competitive Changes. You will explore and acquire key techniques & approaches to Manage Change By Projects.

You will learn how to develop the Corporation's Organisation, Social & Cultural approach, Skills & Competencies, Processes and Methodologies, Partnership and Relationship Management.

Most of all, you will discover how to apply effective Management By Projects and incite a change of culture/mind-set that embraces Projects as Change Agents.

The “Four Seasons Suite” programme will allow you to:

• Recognise that Management By Projects is a principal Strategy and Process to deal with the inevitable Change facing organisations

• Maximise your investment and realise your business goals

• Explore important methodologies and concepts for defining, gaining support for and implementing appropriate change and improvement within your organisation

• Gain Corporate and Stake-holder Commitments, establish clearly defined Business Needs, Cross-organisational Co-ordination and fluid internal and external Communications

• Earn Professional Development Units (PDUs) to maintain your PMP® Certification

Your project director Claude Maley, our expert speakers and I look forward to seeing you at these exciting learning experiences . Best regards, Irina Shitko Sales & Marketing Manager

• Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in Change Management.

• Claude started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building, and has held various management positions for international organisations and companies.

• Claude has functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury- Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett- Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name but a few.

• Holding senior positions in the engineering, production and manufacturing, distribution, transportation and marketing services sectors, has exposed Claude to a variety of responsibilities and situations, which have all forged a deep understanding of the issues governing the Management of Change by Projects.

• In a professional career spanning over 40 years, Claude has held responsibility for a significant number of organisational and commercial projects, ranging in duration from one month to five years, and in budget from $ 50k to $ 500m. Claude has also participated in many projects as team leader of subsystems and on numerous occasions as an external advisor to the lead project manager.

• In the practice of his consulting and education profession Claude has worked with more than 80 different nationalities in more than 60 nations in all continents. Claude is fluent in English, French, Spanish and Italian.

• Claude is the author of the book “Management of Projects – Concepts, Methods & Techniques”, and has developed educational courses and papers on business solutions, organisational management and leadership.

• Claude is a professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation.

• A certified PMP and Member of the Project Management Institute and the International Project Management Association.

Course Director and Lead Speaker Claude H. Maley

Your Expert Speakers speak a choice of English, French, German, Spanish,

Italian & Russian



The ability to Achieve Organisational Goals and to Effectively Manage Strategic and Operational Change is one of the most important Competencies

that Organisations expect from their Executives, Managers and Employees This interactive course positions Change in the Business context and examines the

Key Components needed to Achieve an Organisational Strategic and Operational Goals

The workshop format of the course will provide delegates with the Knowledge, Techniques and Tools to effectively implement Change in their Organisations

A Registered Education Provider for the

Project Management Institute

This course is part of the “Four Seasons Suite”

and is Managed & Organised by

Delegates attending this course will: Increase their Comprehension of how best

to Achieve Organisational Goals Enhance their Understanding of how to

Lead and Manage Change, from Continual Improvement to Phased Change

Acquire Techniques and Tools for Planning and Implementing Change Solutions

Gain Approaches for handling Resistance Explore People Management issues for

Effective & Successful Change Position Management of Projects in the

Corporation's Strategic and Operational Change Management

This course is designed to meet the needs of those who wish to increase their skills in Managing Change, and is invaluable to all Executives from CEO to Business/Functional

Managers and Decision Makers who seek a pragmatic Understanding and Application on how to address the Key Issues and Opportunities for Effective Management of Change

Achieving Organisational Goals

MC005 - 1



Achieving Organisational Goals Contents & Timeline

Course MC005 credited with 18 PDUs (Professional Development Units)

from the Project Management Institute

SESSION 1 The Changing Face of Business The Reality of Business Change Organisation's ability to meet Market

Requirements "Are we Doing it Right?" Change as an Opportunity Strategy as a Method for leveraging

Change Transformational Strategies Sustaining Operations Programmes & Projects as instruments

of Organisational Change Strategic Approaches Strategy as a Key to Organisational

Success The Structural Forces Structuring a Business Strategy High-Level "As-Is" and "To-Be" Analysis The Core Approaches: Balanced Scored Card Strengths, Weaknesses, Opportunities,

& Threats Balancing CAPEX and OPEX Competence-based Strategy Capability-based Strategy Resource-based Strategy Planning Business and Organisational

Change: Process Improvement Redesign Re-Engineering

Transformational/Strategic Objectives and Goal Setting Describe the Change Management

Strategy Difference Between Strategic &

Operational Objectives Establish/Review Organisational Goals Corporate Vision Organisation's Mission Statement. Long-term Goals Operational & Departmental Goals

Prepare the Change Management Team Develop the Sponsorship Model Determine Organisational Change

Competency Assess Organisational Impacts Connect Change Management to

Business Projects Build the Change Communication Plan

The Course is aligned to the Project Management Institute

Body of Knowledge

Delegates will receive a Comprehensive Binder

and a Certificate of Training

SESSION 2 Planning for Transformational/Strategic Change Relationship Between Strategy and

Operations Business and Organisational

Orientation: Strategic Goals Transformational/Strategic Objectives Action Plans Company-Wide Communication Plans Performance Measures

Completing "As-Is" and "To-Be" Analysis CAPEX Budgeting Transformational/Strategic Action Plan

Checklist Planning for Changes in Operations Planning Operational Objectives

Effectively Completing "As-Is" and "To-Be" Analysis Developing Operational Action Plans Departmental and Cross-Functional

Challenges Process Reviews Competences/Skills Reviews Establishing Appropriate Measurement

Systems Operations Action Plan Checklist Implementation of Change Deploying Strategic and

Transformational Plans Executing Operational Change Plans Performing "As-Is" to "To-Be" Changes Implementation of Skills Development

Process Realisation of Process Re-Alignments "Roll-Out" to Operations Application of Performance

Management Systems Diagnosing Gaps and Managing

Resistance Implementing Corrective Action and

Celebrating Successes

SESSION 3 Resistance to Change Development of a Change Resistance

Plan Deploying the Change Communication

Plan Establishing Common Values and Beliefs

across the Organisation Encouraging and Engaging People to

think Creatively in Developing Solutions Understanding the Change Resistance

Model Providing a Methodology for Conflict

Resolution Implementation of Change through Programmes & Projects Strategies and Programmes/Projects Alignment with the Organisational

Strategy Transformational and Operational

Project Selection Geographically dispersed Projects Complex Team Structures Sponsor & Stakeholder Management The Project Stakeholder Management

Process Stakeholder Identification Aligning Stakeholder Expectations Retrospective Managing Organisations by Projects The Five-Step Process to Introduce and

Realise the Management of Change by Projects

How to Proceed from here?

MC005 - 2



Change Management and Project Management combined increase the likelihood that Organisational Initiatives and Projects Deliver the envisioned

Results and Business Benefits This interactive course emphasises Management By Projects as a principal Strategy

and Process to deal with the Change facing Organisations Key Methodologies and Concepts and supporting People through Change are

underscored for Implementing Appropriate Change and Improvement within the Organisation,

The workshop format of the course provides the Techniques and Tools on HOW Management By Programmes/Projects are key to achieve the company's strategic and operational goals





Delegates attending this course will: Position Change in the Business context and

HOW Management By Programmes/Projects are key to achieve the Organisation's Strategic and Operational Goals

Understand the nature of Change, from Continual Improvement to Phased Change

Position Management by Projects in the Corporation's Strategic and Operational Change Management

Orchestrate the number of cross-functional relations that must be co-ordinated, understood and managed

Explore and address People Management issues for Effective & Successful Change

This course is designed to meet the needs of all Executives from CEO to Business/Functional Managers , Programme & Project Managers and Decision Makers

who wish to embrace an Understanding and Application on how to Successfully Management Change by Programmes & Projects

Management of Change By Programmes & Projects

MC010 - 1



Management of Change By Programmes & Projects Contents & Timeline

Course MC010 credited with 18 PDUs (Professional Development Units)


SESSION 1 The Changing Face of Business Change is the only constant Global competition & technology

changes Leadership of change Impact on business strategy Strategic Approaches Strategy as a key to Organisational

Success Diagnosing strategic business change Change as an opportunity, not a

problem Change Drivers - Compelling Reasons Leadership and Support for Change Strategy as a method for leveraging

change Setting vision and strategy McKinsey 7 S’s framework Planning for Change Paradigm shifts and their impact Business & Organisational Programmes & Projects as instruments

of Organisational Change The classic approach: Strengths, Weaknesses, Opportunities

and Threats The five structural forces

Competence-based strategy Capability-based strategy Resource-based strategy Developing a business strategy

Differences between Improvement, Redesign & Re-Engineering


Body of Knowledge



SESSION 2 Implementation of Strategy through Programmes & Projects Differences between Improvement,

Redesign & Re-Engineering A hierarchical view of strategies and

programmes/projects Project selection – a taxonomy of

project types Alignment with the Organisational

Strategy Selection of the right strategy Projects as Agents of Change Converting Strategies & Tactics Project Filtering/Pipeline Process From Strategic Vision to Projects Strategic Alignments of Projects Impacts to the Organisation Impacts to the Organisation

SESSION 3 People Responses to Transition Resistance Key Approaches & Strategy Stages of Adjusting to Change Fundamental Principles The FOUR Stages The Concept of Adaptability Communicating about Change Communication Foundation for Change Planning/Monitoring Workshop Communicating the Commitment

Strategy Role of Project Management during Change Meeting the Corporation's Concerns Role of the Project Manager - Actions Identifying Sponsors & Stakeholders Engaging Organisational Commitment

MC010 - 2



Organisations seeking to accomplish their Strategic Goals can best achieve their Objectives by placing a strong focus on the

Management of Programmes. This interactive course will impart and explain how to position Programme

Management in the Corporate Strategy and how to ensure the fulfilment of Business Benefits

Key focus to underpin the Techniques and Tools necessary to achieve the Organisation's Strategic Intents

The workshop format of the course provides the Techniques and Tools to internalise a solid understanding of managing multiple projects and work teams required to address the Complexity of Programme Management





Delegates attending this course will: Comprehend the Organisation's Strategic Intents Analyse multiple Project situations Assess and Manage Stakeholders Create Master Schedules Prioritise & Manage Resources across Projects Prevent adverse effects between the projects Produce the Organisation's Business Benefits

This course is fundamental to Project managers seeking additional techniques to manage multiple projects; New and functional managers; Senior executives with

business planning responsibilities; Systems, manufacturing and operations personnel; Engineering professionals; Technology and research managers

Managing Programmes

PG010 - 1



Managing Programmes Contents & Timeline

Course PG010 credited with 18 PDUs (Professional Development Units)


SESSION 1 Strategic Intents & Business Benefits How Organisations formulate Strategic

Intents Development of Business Cases &

Business Benefits Transcribing Strategies into Programmes Understanding the themes of Programme Management Understanding the themes of

Programme Management Benefits Management Programme Governance Stakeholder Management

Linking Programmes To Strategic Goals Strategic Intent Business case & Benefits Program charter

Understanding the Multiple Project Environment

Programme Management Life Cycle

Stages & Phases Pre-programme set-up Programme set-up Establishing Programme

Management infrastructure Delivering the benefits Programme Close-out

Programme Planning Foundational considerations Programme Management plan Stakeholder Management Programme architecture and Benefits

map


Body of Knowledge



SESSION 2 Programme Merging of Projects Categorizing projects by size and type Establishing Programme overarching

Plan Using tools and templates to manage

multiple project ripples: Master and subproject structures

• Consolidating Project Plans & Schedules

• Creating cross-Project links Between tasks across projects Between project tasks and tasks

within the master programme • Consolidating Critical paths • Aggregating Resource

Requirements • Levelling Resources

Consolidation & Resolution of: Stakeholder Maps

• Scope contents • Risk Plans • Communication plans

Reviewing Deliverables & Business Benefits

Delivering Business Benefits & Project deliverables Understanding the implications of

different milestones & deadlines Prioritising projects/tasks in line with

Deliverables & Benefits Effective Resource Assignments & task

performance Progress Tracking & Evaluation Managing Risks at Programme &

Project Levels Managing Change Requests at

Programme & Project Levels Reviewing and Redefining Programme

and Project Plans & Schedules Seeking "Quick-Wins" Ensuring Organisational readiness

SESSION 3 Close-out of Individual Projects & Programme Ensure Project hand-over fulfils

Project's current Scope Confirm completion of Deliverables Review status of remaining Projects in

the Programme Demobilise or re-assign Project team

Evaluate team members' performance & reward

Review and Re-align Programme & Benefits Map

Communicate to Key Stakeholders Programme Close-Out:

• Production of last Deliverables • Measurement of Business Benefits

Realisation • Assessment & Review of

Programme with Upper Management

• Demobilise Challenges in Managing Multiple Projects Understanding Strategic Intents &

Business Goals Aligning Stakeholders Programme Scope Management Leadership & Team Dynamics with

Project Managers Resource Management across Projects Negotiating Techniques with Key

Resource Providers Consolidated Risk Management Consolidated Programme Reporting Establishing a Dynamic Business

Benefits Map Measuring Business Benefits Realisation

PG010 - 2



Increasing market expectations demand that organisations solve business problems and improve current processes and increase

efficiency. Those organisations that can raise their profile to benefit from strategic project management will gain competitive advantage.

This interactive course will deliver a solid Understanding of the Management of Change by Programmes

Delegates will Examine and Learn how to steer the evolution of the Organisation to focus on the effective Management of Programmes & Projects and influence a change of culture/mind-set that embraces Strategic Project Management as Change Agents

The workshop format of the course provides the Techniques and Tools to effectively manage projects that are aligned to the Organisation's Business Benefits





SPM10 - 1

Delegates attending this course will: Identify the key approaches and tools required

to develop a “management of projects strategy” to achieve corporate business goals

Gain knowledge of strategic project management for use in your strategic and business related positions

Discover practical techniques to support successful strategic project management

Understand the key areas and gain knowledge of strategic project management issues

This course is invaluable to Senior Managers, Executives, Line Managers, Programme & Project Managers, Project Office staff and Consultants who seek to Apply Solid Industry-

recognised Techniques for the Successful Management of Strategic Change by Programmes and the Realisation of Business Value

Strategic Project Management



Strategic Project Management Contents & Timeline

Course SPM10 credited with 18 PDUs (Professional Development Units)


SESSION 1 Management of Change Business Drivers of Change • The Dynamic Business Environment • Value Creation • Business Framework & Strategies for

Change • McKinsey's 7 S's Framework

Impacts to the Organisation, Infrastructure, Processes and Systems • Strategic Organisational Success • Review of Organisational Impacts • Preparing for Organisational Change • Raising Organisational Comfort Levels

Responses to Change Transition • Resistance • Key Approaches & Strategy • Stages of Adjusting to Change • Fundamental Principles • The FOUR Stages • The Concept of Adaptability

Communication about Change • Foundation for Change • Planning/Monitoring Workshop • Communicating the Commitment

Strategy • Active Listening • Project Communications

Programmes & Projects as Agents of Change • From Strategic Vision to Projects • Converting Strategies & Tactics • From Improvement to Re-Engineering • Projects and Change Spectrum • Project Filtering/Pipeline Process • Strategic Alignments of Projects

Role of the Programme/Project Manager during Change • Meeting the Corporation's Concerns • The Project Manager as a LEADER • Role of the Project Manager - Actions • Scoping Organisational Impacts • Identifying Sponsors & Stakeholders • Engaging Organisational Commitment

Strategic Planning & Expectation Management

Strategy Overview • Strategic Planning Approach • Business Drivers • Formulation of Business Cases • Determining Financial Justifications • Strategic Direction

Converting Strategy into Projects • Comprehension of Strategic Intent • Effective Strategic Direction & Content • Decision Analysis • Project Strategy & Portfolio Management


Body of Knowledge



SESSION 2 Project Portfolio Management Project Portfolio Management Overview • Project Portfolio Management Concept • Strategies and Links to Projects

• Corporate Strategy and Corporate Governance

• Portfolio Management and Operations

• Portfolio Management and Programme/Project Management

• Project Portfolio Implementation - Critical Success Factors

The Project Portfolio Management FRAMEWORK • Strategic Alignment, Selection and

Ranking to Project Portfolio • Project Portfolio Optimisation, Capacity

& Schedule planning • Project Portfolio selection • Project Portfolio approval • Stage gating and Project life cycles • Project launches • Project Portfolio maintenance

Project Portfolio Reporting • Reporting Framework • Progress Tracking • Project Portfolio reporting

• Progress & assessment Reports • Capacity and resource utilisation

Reports • Management reporting • Operations & Benefits fulfilment • "Ad-hoc" reporting

• Management & Organisational communication

Portfolio Manager Roles & Responsibilities • Scope and Range of Roles and

responsibilities • Corporate Communication Framework • Project Portfolio assessment and

analysis • Capacity Planning and management • Handling “Unplanned” projects

SESSION 3 Stakeholder Management The Role of Stakeholders in the Success of

Projects • Business Drivers and Expectations • Strategic and Tactical Motivations • Internal and External Stakeholders • Stakeholders and the Product Life Cycle • Stakeholder Management

Establishing & Managing Stakeholder Expectations • Identifying Stakeholders – the PESTLE

Model • Conducting a stakeholder analysis • Determining interests and importance • Stakeholder expectations • Prioritising Stakeholders • Establishing strategies for involvement • Dealing with conflicting scenarios

Stakeholder Communications • The Stakeholder communication plan • The Project Manager's Communication • Dealing with objections

Stakeholders & Scope Change Management • The Change Management Process • Managing & Maintaining Alignment • Communicating Changes & Impacts

Key Resource for Success – The Project Manager

Project Management Organisational Challenges

Managing in a Multi-Project Environment • Alignment to the Portfolio management • Programmes & Project Interrelationship

Managing Project Managers • Challenges of managing project

managers • Management styles • Performance Evaluation & Reward

Systems Leadership Skills Supporting Project Managers

SPM10 - 2


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