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Public
Courses — Career Based Course Curriculum — Tier 3
Project Management for
Engineers
Complete projects to customer specifications, on time
and on budget.
The competitive global marketplace gives a decided advantage to those
organizations that manage projects best. Projects of a technical nature,
involving engineering personnel in a variety of roles are often critical
to the success of the whole organization. Pressures to accelerate quality
products and services to market, improve design features, apply new
technology and reduce costs require the engineer to contribute to both
what needs to be done and how to get it done effectively. Engineers
must acquire new skills and competencies beyond their functional roles
to achieve high quality project results, on time and on budget. This
program provides the opportunity for engineers to participate in a
specially tailored, very intensive learning experience to develop the
essential knowledge and skills of state-of-the-art of project management.
Who
Must Attend? | The Benefits | Program
Details | Public Course Schedule
Who Must Attend?
Project engineers, technical project managers, technical task leaders,
engineering/specific specialists, application engineers, production
and manufacturing engineers, newly assigned project leaders, project
administrators, project team members and others who support technical
project teams.
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The Benefits
This
course will help you to:
- Implement effective planning and control of the project team.
- Organize projects and provide effective support.
- Establish effective
communications across the project team, with company management
and with the project clients.
- Create interactive project teams
across your organization.
- Empower project team members for an
increased performance and commitment.
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Program Details
| Day
1 |
The
Project Management Method
- Characteristics
of the Project Management Method, the people
and the system.
- Organizational
trends toward management by projects.
- Authority
of project managers and project engineers.
- Effect
of national, corporate and personal culture and values.
- Implications
of value relativism.
- Organizational
needs for effective project management.
- Roles
and responsibilities of managers and teams.
- Relationship
of project managers to functional manager.
- Characteristics
of effective project engineers/managers.
- A
basic functional management model.
PARTICIPATION:
The Assessment Inventory of Project Management
Kit
Bench marking and action
plans for improvement.
How
to Create Effective Planning Behaviors
- The
five basic planning behaviors.
- Developing
engineering goals and objectives, agreements.
- Work
Breakdown Structures (WBS) control.
- Project
organization and linear responsibility charts (LRC)
accountability.
- Scheduling
(GANTT, CPM, PERT), communications.
- Resource
planning and control.
- Budgeting,
the project baseline, control.
- The
project execution plan, management's tool to create
planning behavior.
WORKSHOP:
Structuring and Organizing a Project Team
Participants share their experience
in organizing, structuring
and developing performance
baselines
for their projects.
They evaluate the strengths
and weaknesses
of their approaches on the
information learned in the
course.
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| Day
2 |
Organizational
Relationship and the Project Team
- Classical
approaches to organizing companies.
- Organizational
trends to the project management method.
- Project
offices.
- Influences
of differing cultures.
CASE
STUDY: Energy Conservation Project
How
to Be a Project Engineer-Manager-Leader
- Project
leadership.
- Cultural
differences and similarities in leadership.
- A
functional leadership model.
- Developing
the project team.
- Differences
in individual vs. group responsibility.
- How
to develop cross-functional project teams.
PARTICIPATION:
Assessment of your Problem Solving Style
- Effect
of management styles on team performance and problem
solving.
- Effect
of differing styles on team creativity and innovation.
- Techniques,
strategies and human factors to improve communications.
- How
to conduct effective project meetings.
- How
to use project agendas, action items and minutes.
WORKSHOP:
A Project Team Simulation - Directing and Leading
Participants will assume they are the project
manager of the Energy Conservation Project
and are asked
to reach
a consensus as to how specific problems should
be handled.
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| Day
3 |
Directing
and Leading
- How
to empower and motivate different members of
the project team.
- How
to motivate people in rapidly changing market places.
How
to Establish Project Controls and Management
Reports
- Project
control through ownership, team participation,
performance measurement and coaching.
- Control
Theory; applied to people
working together in project
teams.
- Organizational
requirements for project control.
- Four
ingredients in controlling project:
COST (Customer
focus, Ownership,
a management System and
Teamwork.
- Management
information systems.
- Activity-based
techniques for measuring performance,
earned value
method.
- Design
of control and management
reports.
- Team
and client communications.
- Keeping
the customer
informed.
WORKSHOP:
Creating
a Management
Reporting
System
Participants
are grouped
in teams
according
to their
respective
management
styles
and develop
what
they
believe
to be
appropriate
reporting
(method,
formats,
information)
with
which
to control
the
energy
conservation
project.
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