非项目经理的项目管理实践培训

背景介绍Course background:

     项目管理已经成为每一个职业管理者必须具备的个人能力,它能够通过科学的系统帮助职业经理人提高工作成果,创造更大的价值。

    因为项目管理在运作方式和管理思维模式上最大限度地利用了内外资源,从根本上改善了管理人员的工作流程,从而使运营效率得到大幅提升。在项目管理的实践中,项目经理与其他部门和项目团队合作中最大的问题,项目管理的知识和工具其他部门人员的了解或理解不多,本课程是在最短时间内学习了解项目管理的基本知识和工具,并帮助非项目经理掌握项目管理工具,并具备相应的项目管理能力。

四大收益Course benefits:

  • 了解成功项目的特点和本质 
  • 理解项目管理的主要阶段和各个阶段的活动 
  • 了解项目经理的管理困境和部门经理协作难题
  • 掌握项目管理的基本工具和技术

课程对象及时长Course object

  • 公司高层、项目经理、项目经理候选人 、各部门经理、项目主管、项目团队人员、在项目环境下工作、不具备项目管理背景的管理人员
  • 课程标准时长2天,可根据企业要求定制

课程大纲Course outline:

模块一:非项目经理如何利用项目管理让成果产出更高效

项目管理对于企业和个体而言的具体价值

项目管理的内涵是什么?

为什么说项目管理是每个领导者必须需具的能力?

项目管理的知识体系
模块二:发起项目,各方达成共识

理解项目立项的深层次价值

洞察项目管理的软硬环境

确定项目目标

制定项目章程

组建初始项目管理团队

确定项目整体目标

识别项目内外部干系人

OCOSA关键成功法则运用
模块三:项目规划:设计清晰的项目成功路线图

规划项目整体计划的流程方法

收集干系人需求

定义项目范围边界

创建工作分解结构WBS

规划进度管理计划

估算活动所需资源

规划成本管理

制定成本基准

规划人力资源管理

规划沟通管理

识别项目风险及风险类型

风险评估(风险概率、风险影响、风险指数)

对项目风险进行系统分析

制作风险分解结构RBS

规划干系人管理

模块四:执行与控制:实施与应对风险变化

按项目规划路线图实施项目

对项目实施有效监控

建立机制定期实施项目报告

项目例会种类、例会议程和内容

如何控制与实施项目变更

变更控制流程、计划滚动刷新

项目挣值分析EV

如何提升项目团队的凝聚力

如何提升项目经理解决问题的能力

案例演练:项目执行与控制演练
模块五:结束项目:衡量成功,持续改进 

结束阶段的工作及项目评价

项目收尾阶段工作的重点

各角色在项目收尾阶段的职责

项目成功和失败的经验教训总结

项目的团队建设和绩效管理

项目经理如何在收尾时定调项目

案例演练:如保对项目进行有效收尾

第六模块:项目管理常见复杂问题

常见项目管理难题

有效解决难题的方法论

Q&A

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