项目经理领导力提升实战培训

课程背景:

据调查,要想成为一名合格的项目经理,需经过至少十年时间的磨练。一个未接受过系统训练的项目经理,其项目管理经验累积直到合格,期间企业需要付出相当的成本,企业重视项目管理人员的培育与成长,但是从技术骨干提升为项目管理人员如何缩短成长周期,如何减少失误,提高效率,加速项目经理成长呢?本课程为企业分忧,为个人指点方向,帮助项目经理在有限的时间内做好角色转换,导入系统化的管理理念,提升任务管理技能。

课程收益

  • 增进项目经理的管理意识
  • 明确项目经理的职责,实现技术到管理的心态转换
  • 了解项目管理人员的人际处境和特殊使命
  • 提高合作的方法和技巧
  • 掌握激励与自我激励的方法

第一天

一、破冰

二、项目经理的胜任力模型-ASK模型与冰山模型

  • 项目与项目管理的必要性
  • 项目管理对项目经理的挑战
  • 管理者通用胜任力
  • 项目经理的ASK胜任力模型
  • 技术性管理者的短板
  • 项目管理知识也是需要更新的
  • 项目经理的十种技能

三、项目经理如何管理自己

  • 项目经理的态度转变
  • 项目经理的角色认知
  • 项目经理的职业素质
  • 项目经理的权力基础及改善途径
  • 情商自我测试
  • 项目经理的情商训练

四、项目经理如何管理团队

  • 案例-凤凰劫(视频)
  • 何谓团队?
  • 团队组建的两种方式:内部调派及外部招聘
  • 如何得到团队成员的承诺
  • 团队游戏:ABCDE项目
  • 分组讨论:项目团队的角色与责任
  • 贝尔宾团队成员的九种角色
  • 自我测试:你在团队中是何种角色
  • 项目团队生命期与项目经理的情境领导
  • 责任分配矩阵RAM在团队管理中的应用
  • 团队建设的措施:培训、集中办公、激励与奖惩
  • 如何激励团队成员
  • 基于绩效的团队绩效考核
  • 平衡计分卡在项目绩效考核中的应用

第二天

一、卓有成效的项目相关方管理

  • 项目相关方管理案例
  • 项目相关方管理的必要性与挑战
  • 项目相关方管理流程
  • 识别项目相关方的工具
  • 编制相关方管理计划
  • 项目相关方分析工具与技巧:权力利益方格、权力影响方格、“20-80”原则
  • 相关方参与评估矩阵
  • 管理相关方参与的技巧

二、跨部门沟通挑战与技巧

  • 团队沟通游戏
  • 如何选择正确的沟通方式
  • 向上沟通的技巧
  • 向下沟通的技巧
  • 平级沟通的技巧
  • 沟通障碍的来源及其解决
  • 马斯洛的需求层次理论对沟通的作用

三、有效的冲突解决技巧

  • 案例分析:鲶鱼效应
  • 如何解决团队冲突
  • 高效会议组织及实施的技巧
  • 案例:两头驴子的故事
  • 项目团队冲突的来源
  • 如何看待团队中的冲突
  • 案例:鲶鱼效应
  • 冲突可以是有益的
  • 解决冲突的过程
  • 有效的冲突解决技巧
  • 课程背景:
  • 据调查,要想成为一名合格的项目经理,需经过至少十年时间的磨练。一个未接受过系统训练的项目经理,其项目管理经验累积直到合格,期间企业需要付出相当的成本,企业重视项目管理人员的培育与成长,但是从技术骨干提升为项目管理人员如何缩短成长周期,如何减少失误,提高效率,加速项目经理成长呢?本课程为企业分忧,为个人指点方向,帮助项目经理在有限的时间内做好角色转换,导入系统化的管理理念,提升任务管理技能。
  • 课程收益
  • 增进项目经理的管理意识
  • 明确项目经理的职责,实现技术到管理的心态转换
  • 了解项目管理人员的人际处境和特殊使命
  • 提高合作的方法和技巧
  • 掌握激励与自我激励的方法
  • 第一天
  • 一、破冰
  • 二、项目经理的胜任力模型-ASK模型与冰山模型
  • 项目与项目管理的必要性
  • 项目管理对项目经理的挑战
  • 管理者通用胜任力
  • 项目经理的ASK胜任力模型
  • 技术性管理者的短板
  • 项目管理知识也是需要更新的
  • 项目经理的十种技能
  • 三、项目经理如何管理自己
  • 项目经理的态度转变
  • 项目经理的角色认知
  • 项目经理的职业素质
  • 项目经理的权力基础及改善途径
  • 情商自我测试
  • 项目经理的情商训练
  • 四、项目经理如何管理团队
  • 案例-凤凰劫(视频)
  • 何谓团队?
  • 团队组建的两种方式:内部调派及外部招聘
  • 如何得到团队成员的承诺
  • 团队游戏:ABCDE项目
  • 分组讨论:项目团队的角色与责任
  • 贝尔宾团队成员的九种角色
  • 自我测试:你在团队中是何种角色
  • 项目团队生命期与项目经理的情境领导
  • 责任分配矩阵RAM在团队管理中的应用
  • 团队建设的措施:培训、集中办公、激励与奖惩
  • 如何激励团队成员
  • 基于绩效的团队绩效考核
  • 平衡计分卡在项目绩效考核中的应用
  • 第二天
  • 一、卓有成效的项目相关方管理
  • 项目相关方管理案例
  • 项目相关方管理的必要性与挑战
  • 项目相关方管理流程
  • 识别项目相关方的工具
  • 编制相关方管理计划
  • 项目相关方分析工具与技巧:权力利益方格、权力影响方格、“20-80”原则
  • 相关方参与评估矩阵
  • 管理相关方参与的技巧
  • 二、跨部门沟通挑战与技巧
  • 团队沟通游戏
  • 如何选择正确的沟通方式
  • 向上沟通的技巧
  • 向下沟通的技巧
  • 平级沟通的技巧
  • 沟通障碍的来源及其解决
  • 马斯洛的需求层次理论对沟通的作用
  • 三、有效的冲突解决技巧
  • 案例分析:鲶鱼效应
  • 如何解决团队冲突
  • 高效会议组织及实施的技巧
  • 案例:两头驴子的故事
  • 项目团队冲突的来源
  • 如何看待团队中的冲突
  • 案例:鲶鱼效应
  • 冲突可以是有益的
  • 解决冲突的过程
  • 有效的冲突解决技巧
  • 处理冲突的五个误区
  • 课程总结与分享
  • 处理冲突的五个误区

课程总结与分享

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