Additional Info. | PM Skills®

PM Skills® – Additional INFO.

These 14 essential skills are valuable for enhancing your project management practices. While not required for the PMP exam, they provide additional knowledge to strengthen your leadership, decision-making, and adaptability.

Why are these skills important?
They help you manage projects more effectively, improve teamwork, and handle challenges like risk, negotiation, and change management.

The 14 PM Skills®:

1. Interpersonal Skills for Project Leaders
2. Analysis and Problem Solving
3. Change Management
4. Conflict Management
5. Critical Thinking and Decision Making
6. Embracing Risk and Uncertainty
7. Expanding Focus and Alignment
8. Interaction and Engagement
9. Communication
10. Leadership
11. Negotiation
12. Planning and Project Design
13. Tailoring & Adaptability
14. Team Development

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(1) Interpersonal Skills for Project Leaders

Introduction

• Objective: To develop the interpersonal and leadership skills necessary for effective project management.

• Key Focus: Enhancing communication, conflict resolution, delegation, and ethical decision-making.

 

Key Concepts and Skills Covered

• Effective Team Leadership:

  • Balancing strategic and tactical decisions.

  • Providing clear goals and accountability.

  • Maintaining open communication and fostering team development.

  • Motivating the team and adjusting leadership style as the team matures.

• Delegation:

  • Importance of delegating tasks to empower team members.

  • Principles of effective delegation: selecting the right person, defining tasks clearly, providing support, and giving feedback.

  • Avoiding micromanagement and reverse delegation.

• Empowerment and Servant Leadership:

  • Encouraging team members to take initiative and make decisions.

  • Examples of employee empowerment: flexible schedules, cross-training, and handling customer issues.

  • Servant leadership: focusing on serving the team, removing barriers, and fostering growth.

• Facilitation:

  • Techniques for managing and enhancing communication within teams.

  • Tools like brainstorming, root-cause analysis, mind mapping, and force-field analysis.

  • Importance of facilitation in uncovering options and improving decision-making.

• Conflict Management:

  • Addressing conflicts within teams through mediation and structured approaches.

  • Techniques for resolving disputes: collaboration, compromise, and avoidance.

  • Constructive conflict: using disagreements to deepen understanding and improve teamwork.

• Ethics in Project Management:

  • Understanding ethical principles and applying them in decision-making.

  • The Ethical Triangle: individual ethics, leadership ethics, and governance.

  • Confronting ethical challenges and using professional codes of conduct for guidance.

• Negotiation:

  • Integrative negotiation: creating win-win solutions based on mutual interests.

  • Key stages of negotiation: preparation, conducting negotiations, and closing deals.

  • Managing trade-offs in project constraints like scope, time, cost, and quality.

Practical Applications:

• Case Studies: Real-world scenarios demonstrate the importance of effective conflict resolution and ethical decision-making.

• Interactive Tools: Games and exercises to practice delegation, negotiation, and conflict management.

• Video Commentary: Insights from experienced project managers like Simone M. Yarber and Jim Stewart.

 

Key Takeaways:

• Leadership: Effective project leaders balance strategic vision with tactical execution, empower their teams, and adapt their leadership style as the team evolves.

• Communication: Facilitation and negotiation skills are crucial for managing team dynamics and stakeholder relationships.

• Conflict Resolution: Addressing conflicts constructively ensures team cohesion and project success.

• Ethics: Upholding ethical standards builds trust and integrity within the team and organization.

• Delegation: Trusting and empowering team members through effective delegation enhances productivity and morale.

   

  Attached Resource:

  • Readiness Checklist: For further guidance, refer to the attached Readiness-Checklist-Interpersonal-Skills-Project-Leaders.pdf.

   

   

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(2) Analysis and Problem Solving

Introduction

The PMSCP®: Analysis and Problem Solving course focuses on enhancing the analytical and problem-solving skills of project leaders. The course aims to provide the necessary tools and strategies to effectively analyze data, identify problems, and find appropriate solutions to ensure project success.

Learning Objectives

After completing the course, you should be able to:

• Explain the importance of analysis in project management.

• Describe the general steps for problem-solving.

• Summarize the three-stage Davenport-Kim model for analysis.

• Identify the five stages of Results-Based Management (RBM).

• Determine what makes data valid and reliable.

• Recognize the main types of data analytics.

• Identify examples of bias in datasets.

• Explain the purpose of a Balanced Scorecard.

• Describe best practices for data visualization.

Key Concepts

• Analysis: The process of breaking down a complex subject to better understand it and draw conclusions.

• Problem Solving: The process of identifying, analyzing, and finding solutions to problems.

• Results-Based Management (RBM): A management strategy that uses results as a central performance measure.

• Valid and Reliable Data: Data that accurately reflects what is being measured and is reproducible.

• Data Analytics: The use of data and statistical analysis to make decisions.

Problem-Solving Process

• Steps for Problem Solving:

  • Identification: What is the problem?

  • Definition: Can the problem be broken down into smaller parts?

  • Investigation: What data can be collected?

  • Analysis: What is the root cause of the problem?

  • Solution: What is the most feasible solution?

  • Verification: Has the problem been resolved?

Analysis and Problem Solving

• Importance of Analysis: Helps make informed decisions based on data rather than guesswork.

• Davenport-Kim Three-Stage Model:

  • Problem Identification: Recognize the problem and review past results.

  • Problem Solving: Use data to arrive at a solution.

  • Communicating Results: Present findings to stakeholders.

Results-Based Management (RBM)

• Result Chain:

  • Inputs: Resources used in the project.

  • Activities: Actions taken to achieve objectives.

  • Outputs: Direct results of activities.

  • Outcomes: Medium-term impacts.

  • Impact: Long-term effects on strategic goals.

Planning for Analysis

• Research Design: Using surveys, observations, and experiments to understand patterns and test hypotheses.

• Data Mining: The process of discovering patterns in large datasets.

Data Quality

• Bias and Errors: Bias is the tendency toward a particular outcome, which can lead to inaccurate results.

• Random and Systematic Errors: Random errors result from natural fluctuations, while systematic errors stem from external factors.

• Missing Data: Missing data can lead to biased results.

Types of Data

• Quantitative Data: Numerical data that can be measured.

• Qualitative Data: Non-numerical data that describes characteristics or qualities.

Data Analytics

• Descriptive Analytics: Uses data to describe what happened in the past.

• Predictive Analytics: Uses data to predict future outcomes.

• Prescriptive Analytics: Uses data to determine the best decisions.

Balanced Scorecard

• Four Perspectives:

  • Financial: How do we appear to shareholders?

  • Customer: How do we appear to customers?

  • Internal Business Processes: What processes must we excel at?

  • Learning and Growth: How do we maintain our ability to change and improve?

Data Visualization

• Graphical Representation: Using charts like histograms, pie charts, and line graphs to present data.

• Common Mistakes: Avoiding errors such as biased axes or missing data in visualizations.

Evaluating Analytical Practices

• Lessons Learned Sessions: Reviewing what was achieved and what can be improved in future analyses.

• Retrospective Meetings: Discussing project successes and failures to improve future performance.

Conclusion

 

 

 

The course provides tools and strategies to improve analytical and problem-solving skills in project management. By understanding the analysis process, evaluating data quality, and using appropriate analytical tools, project leaders can achieve successful and effective project outcomes.

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(3) Change Management

Introduction:

The PMSCP®: Change Management course provides the knowledge and skills necessary to effectively manage change within projects and organizations. It focuses on understanding how to lead change initiatives, address resistance, and ensure sustainable outcomes.

Learning Objectives:

By the end of this course, you will be able to:

• Define change and change management.

• Evaluate the environmental forces driving change.

• Understand how to promote effective change within an organization.

• Identify personal factors that influence change.

• Address different types of change.

• Plan and lead change management processes.

• Identify appropriate training to support change initiatives.

• Communicate effectively about change and enhance employee engagement.

• Recognize signs of resistance to change and respond appropriately.

• Integrate best practices to ensure long-term sustainability of change.

Key Concepts:

• Change Management: The process of managing change within an organization to ensure successful implementation of required changes.

• Types of Change:

  • Evolutionary Change: Small, incremental improvements.

  • Revolutionary Change: Radical, transformative shifts.

• Resistance to Change: Common reasons include fear of losing control, lack of clarity, and fear of failure.

• Sustainability of Change: Ensuring that change initiatives deliver long-term benefits.

Change Management Models:

• Lewin’s Change Model:

  • Unfreezing: Preparing for change by breaking old habits.

  • Changing: Implementing the change.

  • Refreezing: Solidifying the change into the organizational culture.

• Kotter’s 8-Step Change Model:

  • Create a sense of urgency.

  • Build a guiding coalition.

  • Develop a vision and strategy.

  • Communicate the vision.

  • Empower employees to act.

  • Generate short-term wins.

  • Consolidate gains and produce more change.

  • Anchor new approaches in the culture.

Driving and Sustaining Change

• Effective Communication: Clearly explain the reasons for change and its benefits.

• Employee Engagement: Involve employees in the change process to increase buy-in.

• Training and Support: Provide the necessary tools and resources to help employees adapt.

• Leadership: Leaders must model the desired behaviors and remain committed to the change.

• Measuring Success: Track key metrics to evaluate the effectiveness of the change initiative.

Overcoming Resistance to Change

• Understand the Causes: Identify why employees resist change (e.g., fear of the unknown, loss of control).

• Address Concerns: Communicate openly and provide reassurance.

• Involve Employees: Engage employees in the planning and implementation process.

• Provide Support: Offer training and resources to ease the transition.

Sustainability of Change

• Continuous Communication: Keep employees informed and engaged even after the change is implemented.

• Reinforce Change: Integrate new behaviors and processes into the organizational culture.

• Monitor Progress: Regularly assess the impact of the change and make adjustments as needed.

• Celebrate Successes: Recognize and reward achievements to maintain momentum.

Attached Resource:

For further guidance, refer to the attached Readiness-Checklist-Change-Management.pdf.

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(4) Communication

Introduction

Effective communication is a critical element for the success of any project. A significant portion of a project manager’s time is spent on communication activities to ensure information is distributed widely and stakeholders remain informed about project goals.

Learning Objectives

By the end of this course, you will be able to:

• Use interactive communication effectively as a project leader.

• Apply appropriate communication models and methods to ensure efficient information transfer.

• Manage project communication using suitable mediums (written, verbal, and non-verbal).

• Integrate best practices for collaborative communication in team activities and stakeholder interactions.

• Encourage open communication techniques among project participants.

• Demonstrate cultural sensitivity when communicating with diverse groups.

• Identify and address ineffective communication patterns successfully.

Key Concepts

• Effective Communication:

  • Ensures everyone is on the same page and information reaches stakeholders clearly and directly.

  • Key questions to ask:

    • Who needs what information?

    • When do they need it?

    • How will the information be delivered?

• Communication Models and Methods:

  • Interactive Communication: Two-way exchange of information in real-time (e.g., phone calls, meetings, video conferences).

  • Push Communication: Sending information without ensuring receipt (e.g., emails, voicemails).

  • Pull Communication: Accessing information as needed (e.g., web portals, databases).

• Improving Communication:

  • Use appropriate technology (e.g., email, video conferencing, web portals).

  • Analyze stakeholder needs and provide timely, relevant information.

  • Tips for effective communication:

    • Specificity: Focus on specific details rather than generalizations.

    • Accuracy: Provide reliable and correct information.

    • Relevance: Share only relevant information.

    • Completeness: Include all necessary details.

    • Logic: Ensure messages are logical and easy to understand.

    • Honesty: Avoid questionable information.

    • Tactfulness: Be mindful of the audience’s feelings.

    • Feedback: Seek input from team members.

• Open Communication:

  • Characteristics:

    • Encourages team members to seek input from others.

    • Views disagreements as vital for making sound decisions.

    • Shares responsibility for effective communication.

    • Takes initiative to understand and support team goals.

• Cross-Cultural Communication:

  • Importance of cultural sensitivity in a global business environment.

  • Improving cultural competence:

    • Understand different values and beliefs.

    • Avoid cultural assumptions.

    • Adapt to different communication styles.

• Ineffective Communication Patterns:

  • Can lead to misunderstandings or ignored messages.

  • Common patterns:

    • Attack and Defense: Focuses on proving oneself rather than mutual understanding.

    • Repetition: Repeats the same points without progress.

    • Distraction: Strays from the main topic.

Conclusion

• Effective Communication: A key to project success, requiring the use of appropriate models and methods.

• Open Communication: Encourages active participation and idea sharing.

• Cultural Sensitivity: Essential for successful communication in global work environments.

• Avoiding Ineffective Patterns: Ensures messages are delivered clearly and effectively.

Attached Resource

For further guidance, refer to the attached Readiness-Checklist-Effective-Communication.pdf.

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(5) Conflict Management

Introduction

This course aims to enhance conflict management skills in the workplace, particularly in the context of project management. It provides practical concepts and tools to identify types of conflicts, understand their causes, and apply effective strategies to resolve them. The course also highlights the importance of addressing conflicts proactively to foster creativity and innovation within teams.

Learning Objectives:

By the end of this course, you will be able to:

• Identify types of workplace conflicts and understand their sources.

• Analyze the main causes of conflicts and their impact on teams.

• Use the Thomas-Kilmann Conflict Mode Instrument (TKI) to assess conflict-handling styles.

• Compare personal conflict-handling styles with those of others.

• Apply best practices for managing conflicts among team members.

• Explore conflict resolution strategies and techniques for dealing with difficult employees.

• Recognize serious conflicts and learn how to handle them effectively.

Course Content:

• Types and Sources of Conflict:

  • Value Conflicts: Arise from differences in religious or ethical beliefs.

  • Power Conflicts: Occur when individuals compete for control or authority.

  • Financial Resource Conflicts: Stem from disputes over the distribution of funds or resources.

  • Organizational Conflicts: Result from poor organization or unclear policies.

  • Interpersonal Conflicts: Emerge due to misunderstandings or personality differences.

• Conflict Management Tools:

  • Thomas-Kilmann Instrument (TKI): Identifies five conflict-handling styles:

    • Competing: Focusing on achieving personal goals.

    • Collaborating: Seeking solutions that benefit all parties.

    • Compromising: Reaching a middle ground.

    • Avoiding: Avoiding the conflict entirely.

    • Accommodating: Prioritizing relationships over goals.

• Conflict Resolution Strategies:

  • Encourage open dialogue between conflicting parties.

  • Intervene only when the team cannot resolve the conflict independently.

  • Use mediation when a neutral third party is needed to facilitate resolution.

• Dealing with Difficult Employees:

  • Identify negative behaviors, such as lack of motivation or aggression.

  • Use the Change Conversation Model, which includes six steps:

    • Discuss the undesirable behavior.

    • Practice active listening.

    • Identify required changes and consequences.

    • Set goals and plans.

    • Provide guidance and feedback.

    • Follow up consistently.

• Serious Conflicts:

  • Recognize signs of violence, such as behavioral changes or excessive interest in violence.

  • Implement preventive policies and procedures within the organization.

  • Seek external assistance when necessary, such as involving law enforcement.

• Conflicts and the Law:

  • Discrimination: Prohibited based on race, gender, religion, age, or disability.

  • Harassment: A form of discrimination that must be taken seriously.

  • Wage Disputes: Conflicts over pay or working hours can lead to legal issues.

  • Retaliation: Employers are prohibited from punishing employees for filing complaints.

Course Tools

• Ask the Expert: For answers to course-related questions.

• Virtual Community: To connect with peers and project management experts.

• Glossary: Explains key concepts and terms.

Conclusion:

Conflict management is a critical skill for successfully leading teams. By understanding the types and causes of conflicts and using the right tools, conflicts can be transformed into opportunities to enhance collaboration and innovation within teams.

Attached Resource:

For further guidance, refer to the attached Readiness-Checklist-Conflict-Management.pdf.

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(6) Critical Thinking and  Decision Making

Introduction

The PMSCP®: Critical Thinking and Decision Making course aims to develop critical thinking and decision-making skills to enhance project success. Critical thinking helps analyze data and information effectively to make informed decisions.

Learning Objectives

By the end of this course, you will be able to:

• Define critical thinking and how it improves decision-making.

• Describe the steps individuals and teams use to make effective decisions.

• Identify and overcome barriers to critical thinking.

• Understand the role of uncertainty and risk in decision-making.

• Use a systematic decision-making model to drive projects forward.

What is Critical Thinking?

• Critical Thinking: A reflective thinking process that evaluates the validity of ideas and beliefs.

• Misconceptions About Critical Thinking:

  • It is an objective approach to evaluating opinions and claims, including our own.

  • It is not negative thinking aimed at finding faults in others or arguing for the sake of arguing.

Importance of Critical Thinking

• Benefits of Critical Thinking:

  • Helps identify and evaluate arguments.

  • Enhances the ability to make informed decisions.

  • Reduces the likelihood of jumping to conclusions or accepting claims without scrutiny.

  • Builds confidence in personal opinions by setting high standards for justification.

The Critical Thinking Process

• Characteristics of a Critical Thinker:

  • Open-mindedness: Willingness to accept new ideas.

  • Healthy skepticism: Not accepting information without scrutiny.

  • Intellectual humility: Acknowledging the limits of personal knowledge.

  • Free thinking: Ability to think outside the box.

  • Motivation: Desire to improve critical thinking skills.

Critical Thinking Skills

• Key Skills:

  • Identifying Arguments: Recognizing arguments in discussions.

  • Breaking Down Arguments: Identifying reasons, assumptions, and conclusions.

  • Evaluating Assumptions: Analyzing the validity of assumptions.

  • Drawing Conclusions: Inferring conclusions from premises.

  • Assessing Sources: Ensuring the credibility of sources.

  • Gathering Relevant Information: Collecting necessary data to evaluate arguments.

  • Identifying Hidden Assumptions: Detecting unstated assumptions in arguments.

  • Understanding Statistics: Recognizing how statistics can be misleading.

  • Recognizing Logical Fallacies: Spotting errors in reasoning.

  • Drawing Justified Conclusions: Reaching logical conclusions.

The Decision-Making Process

• Steps in Decision-Making:

  • Define the Problem: Understand the issue that needs resolution.

  • Gather Information: Collect relevant data about the problem.

  • Analyze Options: Evaluate available choices.

  • Make a Decision: Choose the best option based on analysis.

  • Implement the Decision: Apply the decision and monitor outcomes.

Managing Risk and Uncertainty

• Risk and Uncertainty:

  • Certainty: When information about goals, options, and outcomes is complete.

  • Risk: When goals and options are known, but outcomes are uncertain.

  • Uncertainty: When goals are known, but options and outcomes are unclear.

• Risk Management:

  • Identify Risks: Recognize potential risks.

  • Analyze Risks: Assess the likelihood and impact of each risk.

  • Develop Response Plans: Create plans to address risks.

  • Implement Plans: Execute the response plans.

  • Monitor and Review: Track risks and review plans periodically.

Decision-Making in Teams

• Types of Decisions:

  • Yes/No Decisions: Simple decisions based on a yes or no answer.

  • Solution-Based Decisions: Decisions requiring solutions to specific problems.

  • Open-Ended Decisions: Decisions requiring creative and flexible thinking.

• Factors Influencing Team Decision-Making:

  • Individual skills: Team members’ communication abilities.

  • Power imbalances: Unequal power distribution among team members.

  • Team size: Larger teams may face challenges in decision-making.

  • Development stage: Teams at different stages make decisions differently.

  • Past history: Unresolved conflicts can hinder decision-making.

Best Practices for Decision-Making

• Gather Input: Collect information from key stakeholders.

• Avoid Groupthink: Encourage diverse opinions and avoid excessive conformity.

• Effective Communication: Ensure all voices are heard and decisions are made transparently.

Conclusion

• Critical Thinking: A powerful tool for analyzing problems and making informed decisions.

• Risk Management: Helps reduce the impact of risks on projects.

• Team Decision-Making: Requires understanding influencing factors and using appropriate methods like voting or consensus.

Attached Resource

 

 

 

For further guidance, refer to the attached Readiness-Checklist-Critical-Thinking-and-Decision-Making.pdf.

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(7) Embracing Risk and Uncertainty

Introduction

The PMSCP®: Embracing Risk and Uncertainty course aims to enhance understanding of risk and uncertainty management in project management, encouraging learners to view risks as opportunities rather than threats. The course is delivered online and includes tools to help learners navigate the content and seek assistance when needed.

Course Navigation

• Side Menu: Navigate between sections.

• Next/Previous Buttons: Located at the bottom of each page.

Course Completion Requirements

• Complete all assigned tasks to earn green checkmarks.

• Pass quizzes with a score of at least 70%.

Support Tools

• Ask The Expert: Get help from subject matter experts.

• Search, Progress Tracking, Appearance Settings: Enhance the learning experience.

Course Content

• Risk and Uncertainty Management

  • Risks and Uncertainty: Can be opportunities to improve projects and achieve goals.

  • Learning Outcomes: Include defining risks, creating a risk management framework, and identifying strategies to address them.

• Risk Management Process

  • Risk Identification: Analyze and document risks.

  • Response Planning: Create, implement, and monitor response plans.

• Risk Management in Agile Methodology

  • Risk Reduction: Through iterative development and continuous testing.

  • Risk Management Meetings: Integrated into daily activities.

• Managing Change

  • Change as an Opportunity: Can lead to significant improvements.

  • Encouraging Change: Through effective communication and contingency planning.

• Identifying and Documenting Risks

  • Risk Identification: Through brainstorming and interviews.

  • Risk Categorization: Technical, administrative, organizational, and external risks.

• Stakeholder Risk Tolerance

  • Understanding Risk Tolerance: Varies between individuals and organizations.

  • Gathering Information: Through discussions with the team and stakeholders.

• Risk Assessment

  • Assessment Tools: Such as frameworks and risk assessment grids.

  • Managing Positive and Negative Risks: Different strategies for each type.

• Adaptive Decision-Making

  • Iterative Planning: Focus on known tasks.

  • Decision-Making Tips: Regularly review risks.

• Communicating About Risks

  • Importance of Communication: Ensures all parties understand the risks.

  • Project Status Reports: Quick updates on progress.

• Monitoring Risks

  • Monitoring Steps: Collect information, document results, and report findings.

  • Contingency Plans: For dealing with unexpected risks.

Conclusion

The course provides a comprehensive overview of risk and uncertainty management in projects, focusing on transforming challenges into opportunities. Through the tools and strategies provided, learners can improve their project management skills and increase the likelihood of project success.

Attached Resource

For further guidance, refer to the attached Readiness-Checklist-Embracing-Risk-and-Uncertainty.pdf.

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(8) Expanding Focus and  Alignment 

Introduction

The PMSCP®: Expanding Focus and Alignment course focuses on enhancing systems thinking skills in project management, helping leaders understand the complex relationships between project components and how they impact organizational goals. The course is delivered online and includes tools to help learners navigate the content and seek assistance when needed.

Course Navigation

• Side Menu: Navigate between sections.

• Next/Previous Buttons: Located at the bottom of each page.

Course Completion Requirements

• Complete all assigned tasks to earn green checkmarks.

• Pass quizzes with a score of at least 70%.

Support Tools

• Ask The Expert: Get help from subject matter experts.

• Search, Progress Tracking, Appearance Settings, Glossary: Enhance the learning experience.

Course Content

• Systems Thinking

  • Definition: A method for understanding the complex relationships between system components and how they interact.

  • Analysis vs. Systems Thinking: Analysis focuses on individual parts, while systems thinking looks at the bigger picture.

• Complex vs. Complicated Systems

  • Complex Systems: Dynamic and unpredictable, consisting of interconnected parts.

  • Complicated Systems: Consist of interconnected parts but operate predictably.

• Projects, Programs, and Portfolios

  • Projects: Complex systems aimed at achieving specific goals.

  • Programs: Collections of interrelated projects.

  • Portfolios: Collections of programs and projects that support organizational goals.

• Open vs. Closed Systems

  • Closed Systems: Isolated from the external environment.

  • Open Project Systems: Influenced by and influence external changes.

• Sustainable Project Management

  • Environmental Impact: How projects affect the environment and how to reduce waste and increase efficiency.

• Feedback Loops

  • Positive and Negative Feedback Loops: How they influence team behavior and project performance.

• Visualizing Systems

  • Organizational Maps: To understand structures and relationships within an organization.

  • Process Maps: To illustrate steps and flows in a project.

  • Diagrams: To represent the project lifecycle.

• System Characteristics

  • Adaptability, Flexibility, Hierarchy, Causality: Common traits of all systems.

• Goal Setting

  • Project Goals: How to define and align them with organizational goals.

  • Contextual Goals: How to develop sub-goals within a project.

• Causality

  • Circular Causality: How events can influence each other reciprocally.

  • Causal Problem Solving: How to identify and resolve recurring problems.

• Leverage Points

  • Leverage Points in Systems: Areas where small changes can lead to significant impacts.

  • Leverage Point Classification: From least to most impactful.

• Self-Organizing Systems

  • Self-Organizing Teams: How to empower teams to reorganize themselves to achieve project goals.

• Assessing Outcomes

  • Objective Evaluation: Measuring project success based on goals, deadlines, and budgets.

  • Subjective Evaluation: Understanding the team and stakeholder experience.

  • Project Interactions: Analyzing how project components interact with each other.

Conclusion

The course provides a comprehensive overview of how to apply systems thinking in project management to achieve organizational goals. By understanding the complex relationships between project components and using visualization tools and leverage points, project leaders can improve team performance and ensure project success.

Attached Resource

 

 

 

For further guidance, refer to the attached Readiness-Checklist-Expanding-Focus-and-Alignment.pdf.

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(9) Interaction and Engagement

Introduction

The PMSCP®: Interaction and Engagement course aims to enhance skills in stakeholder interaction and engagement in project management. It focuses on the importance of effective communication with stakeholders to ensure project success and provides tools and strategies for identifying, managing, and engaging stakeholders effectively.

Learning Objectives

By the end of this course, you will be able to:

• Identify different categories of stakeholders.

• Identify and engage stakeholders to enhance project success.

• Create a communication plan that fosters interaction and engagement between stakeholders and employees.

• Use tools and techniques to analyze stakeholders and manage their engagement.

• Understand the impact of power, urgency, and legitimacy on stakeholder status.

• Distinguish between types of communication: Push, Pull, and Interactive.

• Consider employees and customers as key stakeholders.

• Encourage employee engagement and enhance project performance.

Key Concepts

• Who is a Stakeholder?

  • Stakeholder: Any individual or group that can influence or be influenced by the project. This includes customers, suppliers, the team, management, and the community.

  • Internal and External Stakeholders:

    • Internal: Individuals within the organization (e.g., employees, management).

    • External: Individuals outside the organization (e.g., customers, suppliers, regulatory bodies).

• Stakeholder Engagement Process
  The stakeholder engagement process includes the following steps:

  • Identify Stakeholders: Through documents like the project charter, project plans, or interviews with known stakeholders.

  • Analyze Stakeholders: Using tools like the Power/Interest Grid and the Salience Model to prioritize engagement.

  • Manage Communication: Develop a communication plan outlining how and when to communicate with each stakeholder.

  • Evaluate Engagement: Use a stakeholder engagement assessment matrix to identify gaps between current and desired engagement levels.

• Stakeholder Analysis Tools

  • Power/Interest Grid: Used to determine how to engage stakeholders based on their power and interest in the project.

  • Salience Model: Used to classify stakeholders based on three factors: power, urgency, and legitimacy.

• Communication Plan

  • Communication Plan: A document outlining how to manage communication with stakeholders throughout the project lifecycle. It includes:

    • What will be shared.

    • With whom communication will occur.

    • When and how communication will take place.

    • How information will be stored.

  • The communication plan should be agreed upon by all stakeholders and reviewed regularly.

• Stakeholder Management

  • Influencing Factors: Consider factors such as stakeholder interest in the project, their influence on others, and their motivations (financial or otherwise).

  • Management Tools: Such as the RACI (Responsibility Assignment Matrix) to define responsibilities.

• Employees as Stakeholders

  • Importance of Employee Engagement: Employees are a critical part of project success. Their engagement can be enhanced through:

    • Employee relations programs: To create a positive work environment.

    • Recognition and appreciation: Acknowledging employee efforts boosts engagement and satisfaction.

    • Special events: Such as recreational activities to boost morale.

• Customers as Stakeholders

  • Understanding Customer Experience: Understand internal and external factors affecting customer experience.

  • Engaging Customers: Involve customers in various project stages to ensure their needs and expectations are met.

  • Voice of the Customer (VoC): A process to better understand customer needs and expectations.

Types of Communication

• Push Communication: The sender controls the timing and content of the message (e.g., email).

• Pull Communication: The receiver determines when to access the message (e.g., wikis or blogs).

• Interactive Communication: Real-time communication between sender and receiver (e.g., meetings or calls).

Tips for Stakeholder Management

• Early and Continuous Communication: Ensures effective engagement and avoids late-stage issues.

• Continuous Engagement Assessment: Using an engagement assessment matrix.

• Building Trust: By adhering to the communication plan and meeting stakeholder expectations.

Conclusion

The course emphasizes that effective stakeholder management is key to the success of any project. By identifying stakeholders, analyzing their needs, and strategically managing communication with them, their engagement can be enhanced, ensuring the successful achievement of project goals.

Attached Resource

For further guidance, refer to the attached Readiness-Checklist-Interaction-and-Engagement.pdf.

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(10) Leadership

Introduction

The PMSCP®: Leadership course focuses on developing effective leadership skills, particularly in project management. It defines leadership, explores its foundations, distinguishes between leadership and management, and provides tools and strategies to enhance leadership skills and achieve project success.

Learning Objectives

By the end of this course, you will be able to:

• Define leadership and its foundations.

• Describe authority, commitment, and leadership traits.

• Differentiate between leadership and management.

• Identify effective leadership skills and successful practices.

• Analyze common leadership mistakes.

• Explore different leadership styles.

• Use effective delegation skills.

• Understand the role of ethical leadership in building organizational culture.

• Manage virtual teams and use appropriate productivity tools.

• Apply effective leadership traits when interacting with teams and colleagues.

Key Concepts

• What is Leadership?

  • Leadership: The process of influencing others’ thoughts and behaviors to guide them toward achieving shared goals.

  • True Leadership: Requires setting direction and motivating others, not just claiming or pretending to lead.

• Foundations of Leadership

  • Authority: Leadership may be tied to a formal position, but it is not a prerequisite.

  • Commitment: Committed leaders show deep dedication to achieving organizational goals.

  • Personal Traits: Such as passion, decisiveness, integrity, adaptability, emotional intelligence, and humility.

• Leadership vs. Management

  • Management: Focuses on planning, organizing, and problem-solving.

  • Leadership: Focuses on setting direction, motivating the team, and inspiring others.

• Leadership Styles

  • Autocratic Leadership: Centralized authority in one person.

  • Democratic Leadership: Team participation in decision-making.

  • Laissez-Faire Leadership: Complete freedom for the team.

  • Transformational Leadership: Motivating the team to achieve higher goals.

  • Servant Leadership: Leader focuses on serving the team.

• Effective Delegation

  • Delegation: Transferring tasks and responsibilities to others to achieve efficiency.

  • Steps for Delegation: Identify the task, choose the right person, explain the task, follow up, and evaluate.

  • What to Delegate: Routine tasks, tasks with tight deadlines.

  • What Not to Delegate: Sensitive tasks, major administrative decisions.

• Ethical Leadership

  • Ethics in Leadership: Commitment to ethical principles and building an organizational culture based on integrity.

  • Traits of an Ethical Leader: Integrity, respect, commitment, and moral awareness.

• Virtual Teams

  • Challenges: Communication, cultural differences, remote task management.

  • Best Practices: Define communication mechanisms, understand cultural differences, use productivity tools.

• Best Practices for Productive Leadership

  • Delegation: Identify tasks that can be delegated.

  • Time Management: Use calendars to schedule uninterrupted work time.

  • Limit Distractions: Reduce unnecessary internet and email usage.

  • Productivity Apps: Use apps to organize tasks and increase focus.

Leadership Tools and Techniques

• Power/Interest Grid: To determine how to engage stakeholders based on their power and interest.

• Salience Model: To classify stakeholders based on power, urgency, and legitimacy.

• RACI Matrix: To define team responsibilities.

Conclusion

The course emphasizes that effective leadership requires more than just a formal position. Leaders must develop personal skills, understand the difference between leadership and management, and use tools like delegation and analysis to achieve project success. Additionally, leaders must commit to ethical principles and build an organizational culture that promotes integrity and respect.

Attached Resource

For further guidance, refer to the attached Leadership.pdf.

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(11) Negotiation

Introduction

The PMSCP®: Negotiation course aims to enhance negotiation skills for project leaders, as negotiation is a fundamental element of project management. Negotiations occur with various stakeholders, such as clients, teams, management, and other project leaders, to ensure the successful completion of projects. The course provides tools and strategies to improve negotiation skills, with a focus on ethical considerations and interpersonal relationships.

Learning Objectives

By the end of this course, you will be able to:

• Define negotiation and understand its importance in project management.

• Differentiate between interests and positions and understand their roles in negotiation.

• Choose a negotiation strategy that suits different situations.

• Explain the differences between principled, distributive, integrative, and mixed negotiations.

• Compare techniques used in negotiations with teams, superiors, and stakeholders.

• Apply negotiation skills in areas such as contract negotiation, ethical behavior, and conflict resolution.

• Understand the components of active listening and their role in successful negotiation.

• Identify behaviors that may hinder negotiation or lead to deadlock.

Key Concepts

• Negotiation: The process of exchanging what we want for what we have.

• Interests vs. Positions: Interests are the underlying reasons for negotiation, while positions are the visible demands.

• Negotiation Strategies: Include distributive (win-lose), integrative (win-win), and mixed strategies.

• Active Listening: A critical skill for understanding the other party’s needs and achieving positive outcomes.

Types of Negotiation

• Principled Negotiation: Focuses on interests and seeks “win-win” solutions.

• Distributive Negotiation: Focuses on dividing the “pie,” where one party’s gain is the other’s loss.

• Integrative Negotiation: Aims to expand the “pie” and find solutions that benefit all parties.

• Mixed Negotiation: Combines elements of distributive and integrative approaches.

Essential Negotiation Skills

• Active Listening: Focus on what the other party is saying without distractions.

• Asking Questions: Use open-ended questions to understand the other party’s needs.

• Body Language: Use gestures and facial expressions to enhance positive communication.

• Relationship Management: Maintain good relationships with other parties to ensure successful future negotiations.

Negotiating with Teams and Stakeholders

• Building Trust: Trust is the foundation of successful negotiations with teams.

• Early Team Involvement: Involving the team in planning increases their commitment and makes negotiation easier.

• Problem-Solving Over Blame: Focus on the problem, not the people.

• Relationships First: Maintain good relationships with teams and stakeholders.

Negotiating with Superiors and Suppliers

• Negotiating with Superiors: Explain needs and the positive outcomes of the request.

• Negotiating with Suppliers: Understand contract types (fixed-price, reimbursable, time and materials) and use appropriate negotiation techniques.

Common Negotiation Mistakes

• Deadlock: May occur due to misunderstandings or aggressive behaviors.

• Focusing on Positions Instead of Interests: Leads to ineffective negotiation.

• Lack of Active Listening: Misses opportunities to understand the other party’s needs.

Ethics in Negotiation

• Avoid Unethical Behaviors: Such as lying, offering bribes, or manipulating information.

• Maintaining Relationships: Ethical behavior builds trust and fosters long-term relationships.

Conclusion

The course provides tools and strategies to improve negotiation skills, emphasizing ethical considerations and interpersonal relationships. By understanding different types of negotiation and applying active listening and relationship management skills, project leaders can achieve positive outcomes in their negotiations.

Attached Resource

 

 

 

For further guidance, refer to the attached Readiness-Checklist-Negotiation.pdf.

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(12) Planning and Project Design

Introduction

The PMSCP®: Planning and Project Design course focuses on enhancing planning and project design skills, which are essential for successful project management. The course provides tools and strategies to improve the planning process, from defining objectives to project execution. It emphasizes both practical and theoretical aspects of planning, offering tips for achieving efficiency and effectiveness in project design.

Learning Objectives

By the end of this course, you will be able to:

• Describe the importance of strategic and sustainable planning.

• Explain the need for Just-in-Time Planning.

• Differentiate between portfolios, programs, and projects.

• Consider stakeholder needs in planning and project design.

• Tailor plans according to project requirements.

• Identify the stages of the Waterfall project life cycle and Agile development cycle.

• Describe the components of a project plan, product backlog, and product roadmap.

• Develop contingency plans and strategies for backup planning.

• Use adaptive tools and techniques for successful planning.

• Discuss the need for ongoing maintenance and post-project operations.

• Document lessons learned through reviews and retrospectives.

Key Concepts

• Strategic Planning: The process of defining long-term organizational goals and how to achieve them.

• Just-in-Time Planning: An approach that focuses on planning only when necessary to avoid waste.

• Portfolios, Programs, and Projects:

  • Portfolio: A collection of programs and projects aimed at achieving strategic goals.

  • Program: A group of related projects aimed at achieving a common outcome.

  • Project: A temporary effort to create a unique product or service.

• Stakeholders: Individuals or groups with an interest in the project’s success.

• Project Life Cycle: The phases a project goes through from start to finish.

• Contingency Plan: An alternative plan implemented in case of unexpected risks.

Types of Planning

• Strategic Planning: Focuses on long-term organizational goals.

• Tactical Planning: Focuses on short-term goals and daily tasks.

• Operational Planning: Focuses on executing daily tasks to achieve objectives.

Planning Tools

• Work Breakdown Structure (WBS): Breaks down the project into smaller, manageable tasks.

• Product Roadmap: Illustrates the future development of the product or project.

• Product Backlog: A list of tasks required to complete the product.

• Responsibility Assignment Matrix (RAM): Defines responsibilities for each team member.

Risk Management

• Risk Identification: Recognizing potential risks that may affect the project.

• Risk Analysis: Assessing the likelihood and impact of each risk.

• Mitigation Planning: Identifying actions to reduce the impact of risks.

Just-in-Time Planning

• Just-in-Time Planning: An approach that focuses on planning only when necessary to avoid waste and increase efficiency.

• Benefits of Just-in-Time Planning: Reduces waste, increases flexibility, and improves efficiency.

Strategic Planning

• Key Steps in Strategic Planning:

  • Develop a mission statement: Define the purpose and vision.

  • Analyze internal and external factors: Use SWOT analysis.

  • Develop a strategic plan: Define goals and strategies.

  • Implement the plan: Translate the strategy into an action plan.

  • Collect and analyze feedback: Make necessary adjustments.

Sustainability in Planning

• Sustainability: Balancing current and future needs while preserving the environment and society.

• Benefits of Sustainability: Improves reputation, reduces costs, and fosters innovation.

Project Life Cycle

• Waterfall Project Life Cycle:

  • Imagining: Defining the project idea.

  • Preparing: Planning and preparation.

  • Doing: Executing tasks.

  • Finishing: Closing the project and delivering outputs.

• Agile Development Cycle:

  • Create a product vision and product backlog.

  • Plan iterations.

  • Execute work in iterations.

  • Review the product created in the iteration.

  • Review iteration processes.

  • Start the next iteration or release the product to the customer.

Contingency Planning

• Contingency Plan: An alternative plan implemented in case of unexpected risks.

• Characteristics of a Contingency Plan:

  • Risk Trigger: The event that triggers the plan.

  • Risk Owner: The person responsible for implementing the plan.

Reviews and Retrospectives

• Reviews: Short meetings to present results and gather feedback from stakeholders.

• Retrospectives: Analyze team dynamics and project processes to improve future performance.

Planning for Maintenance and Ongoing Operations

• Transition Plan: Describes activities that will occur after project completion.

• Ongoing Maintenance: May include training, documentation, or manufacturing spare parts.

Conclusion

The course provides tools and strategies to improve planning and project design skills, emphasizing both practical and theoretical aspects. By understanding planning stages, using appropriate tools, and managing risks and stakeholders, project leaders can achieve successful and effective outcomes.

Attached Resource

For further guidance, refer to the attached Readiness-Checklist-Planning-and-Project-Design.pdf.

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(13) Tailoring &  Adaptability

Introduction

The PMSCP®: Tailoring and Adaptability course focuses on the importance of customizing and adapting project management processes to suit the unique needs of a project. The course aims to enhance adaptability and flexibility skills in project leaders, enabling them to improve the efficiency and effectiveness of project management in dynamic environments.

Learning Objectives

By the end of this course, you will be able to:

• Define tailoring and adaptability and understand their importance in project management.

• Discuss the reasons for tailoring and how to apply it.

• Explain the importance of structuring the tailoring process to ensure its success.

• Understand the aspects of a project management approach that can be tailored.

• Identify the right time for tailoring.

• Describe how tailoring impacts project dependencies.

• Evaluate the environment before, during, and after tailoring.

• Monitor and document the tailoring process and understand its significance.

Key Concepts

• Tailoring: Customizing project management processes and methodologies to suit the needs of a specific project.

• Adaptability: The ability to adjust to changes and new conditions during project execution.

• Dependencies: Relationships between tasks or activities that depend on each other.

• Methodology: A set of principles and tools that guide project management.

Importance of Tailoring

• Improving Efficiency: Tailoring allows processes to be optimized for greater effectiveness and resource efficiency.

• Meeting Requirements: Tailoring helps meet the specific requirements of the project or organization.

• Adapting to Organizational Culture: Each organization has its own culture, and tailoring helps align processes with this culture.

• Scaling Up or Down: Tailoring is essential when expanding or reducing the project scope to maintain effectiveness.

Steps in Tailoring

• Initial Tailoring: Understand the current methodology and project needs.

• Pre-project Tailoring: Adjust processes before the project begins.

• Intra-project Tailoring: Modify processes during project execution in response to changes.

Assessing the Environment

• Understanding the Team and Organization: Assess the team’s readiness for new changes.

• Available Resources: Identify resources available for implementing changes.

• Training Requirements: Determine the need for training the team on new processes.

• Constraints: Understand limitations that may affect the tailoring process.

Managing Dependencies

• Types of Dependencies:

  • Logical Dependencies: Based on the logical sequence of tasks.

  • Resource-based Dependencies: Based on resource availability.

  • Preferential Dependencies: Based on team or organizational preferences.

• Dependency Management: Understand dependencies, prioritize them, and communicate changes to stakeholders.

Structuring the Tailoring Process

• Assessment: Understand the needs of the project and organization.

• Development: Develop tailored processes based on the assessment.

• Improvement: Refine processes based on feedback and results.

Monitoring and Documenting Tailoring

• Monitoring: Track the effectiveness of changes to ensure desired outcomes.

• Documentation: Document changes and their rationale for future reference.

Reassessment

• Reassessing Processes: Periodically evaluate processes to ensure continued effectiveness.

• Necessary Adjustments: Make additional adjustments based on assessment results.

Conclusion

The course provides tools and strategies to improve tailoring and adaptability skills in project management. By understanding the tailoring process, assessing the environment, and managing dependencies, project leaders can achieve successful and effective outcomes in their projects.

Attached Resource

For further guidance, refer to the attached Readiness-Checklist-Tailoring-and-Adaptability.pdf.

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(14) Team Development

Introduction

The PMSCP®: Team Development course focuses on developing project teams to achieve project goals efficiently and effectively. The course aims to enhance project leaders’ skills in building and developing collaborative and high-performing teams, with an emphasis on improving team interactions and increasing productivity.

Learning Objectives

By the end of this course, you will be able to:

• Understand how to form project teams.

• Identify how different learning styles affect team learning.

• Differentiate between training and development.

• Evaluate and analyze training and development programs.

• Describe and implement alternative types of training.

• Apply team-building and team dynamics concepts in training approaches.

• Understand how to effectively train and empower team members.

• Work effectively with virtual teams.

• Transform a working group into a high-performing team.

Key Concepts

• Training: Activities aimed at improving an individual’s skills for their current role.

• Development: Activities aimed at improving an individual’s skills for future roles.

• Team Building: Activities aimed at fostering collaboration and trust among team members.

• Team Dynamics: The interactions and relationships between team members that affect their performance.

• Virtual Team: A team that works remotely with minimal face-to-face interaction.

Forming Project Teams

• Team Selection: Choosing the right team members based on their skills and interests.

• Negotiating Resources: Negotiating with functional managers or other project leaders to secure necessary resources.

• Virtual Teams: Using technology to form teams from different geographical locations.

Training and Developing Teams

• Formal and Informal Training: Using classroom training or hands-on training to improve team skills.

• Team-Building Activities: Organizing external activities to enhance team interaction.

• Co-location: Bringing team members together in one location to improve communication and collaboration.

• Ground Rules: Establishing clear rules for interaction to ensure effective teamwork.

• Recognition and Reward Systems: Using reward systems that promote collaboration and collective achievement.

Team Dynamics

• Tuckman Model: Stages of team development (Forming, Storming, Norming, Performing, Adjourning).

• High-Performing Teams: Teams with complementary skills, a shared goal, and mutual accountability.

Diversity and Empowerment in Teams

• Diversity: Enhancing creativity by including diverse team members.

• Conflict Management: Encouraging constructive debate and avoiding personal conflicts.

• Empowerment: Empowering team members to make decisions and take responsibility.

Types of Training

• On-the-Job Training: Hands-on training in the workplace.

• Classroom Training: Traditional training in a classroom setting.

• Virtual Training: Using technology for remote training.

Training and Evaluation

• ADDIE Model: Analyze, Design, Develop, Implement, Evaluate.

• Kirkpatrick Model: Evaluating training effectiveness at four levels (Reaction, Learning, Behavior, Results).

Learning Styles

• Visual Learning: Learning through images and diagrams.

• Auditory Learning: Learning through listening.

• Tactile Learning: Learning through hands-on practice.

Training Needs Analysis

• Task Analysis: Identifying the skills and knowledge required to perform tasks.

• Gap Assessment: Identifying gaps between current and required skills.

• Training Options: Choosing the most suitable training methods to address gaps.

Training Programs

• Managerial Training: Training employees to improve performance.

• Executive Training: Training leaders to set goals and strategies.

• Personal Training: Individual training to achieve personal and professional goals.

Conclusion

The course provides tools and strategies to improve team-building and development skills. By understanding team dynamics, analyzing training needs, and applying team-building activities, project leaders can achieve successful and effective outcomes in their projects.

Attached Resource

For further guidance, refer to the attached Readiness-Checklist-Team-Development.pdf.