• Develop templates to expedite the planning, executing, monitoring and controlling process
• Develop and communicate roles and responsibilities to project stakeholders
• Create information dashboards for communicating with project stakeholders to convey the right information to the right person for the right decision

An Introduction to Managing High-Performance Project Teams

• Establish the language
• What is a project?
• What is project management?
• What is the difference between project management and routine work?

Discuss a Communication Management Plan

• What does it mean?
  • to be a team member
  • to be a manager
  • to be a sponsor
• What is your role?
  • Leader
  • Manager
  • Administrator
  • Facilitator
  • Follower
  • Persuader
• What is the agenda of the players?
• Identifying the project stakeholders
• Identifying the project sponsor
• Building a relationship with the project sponsor
• Identifying the core team members
• Developing relationships
• Determining what the project structure looks like
• Defining roles and responsibilities
• Establishing the core team
• Review communication and collaboration tools
• Review PMIS solutions

Laying the Framework for Success

• Creating/evaluating the project charter
• Cost, time, quality, scope, risks
• Can you say ‘no’?
• Communicating the vision in 10 words or less
• Developing guiding principles and managing conflict
• Confirm and communicate roles, responsibilities
• Accountability and authority
  • for team members
  • for stakeholders
• Conducting a skills assessment
• What skills are available?
• What skills are needed?
• How to get what you need without a large training budget?
• Transitioning team members onto the team
• Kicking off the project
• Where does it fit?
• What is the impact?
• Strategies to manage competing requirements
• Picking the stages / phases

Team Interaction in the Critical Stages – Planning, Executing and Controlling the Work

• Confronting the real world – deal with the tough stuff
• Defining the product scope
• Selling the project scope
• Authorizing work
  • When to say ‘yes’
  • When to say ‘no’
  • When to say ‘wait’
• Managing competing schedule and cost requirements
• Dealing with the interference of business requirements
• Monitoring and controlling
• Dealing with the under-performing team member, vendor or stakeholder
• Dealing with contract violations
• Developing a transition strategy for team members
• Developing an integrated team

Project Management Foundations or equivalent experience