Introduction

Mega projects are complex, and a program composed of these super projects is highly complex, with linked issues needing to be addressed to improve success chances. In larger programs, these key issues interact, producing unexpected results. Instructors will explore critical issues in contracting, decision making, and facility design, examining interface control and risk reduction, as well as non-technical problems in stakeholder relations, partner ventures, and approvals. Both leadership and management in the 21st Century are becoming increasingly complex, as organizations in both the public and private sectors face changes driven by political, economic, sociological, technological, legal, and environmental issues. To meet these challenges successfully, organizations need to ensure that their leaders and managers at all levels have a comprehensive understanding of their roles, goals, and required competencies.

Goals

Participants will learn:

• Improve complex decision making.
• Develop contracts for prompt work completion.
• Evaluate risks in technology and design.
• Address key stakeholders needs.
• Establish a process to manage critical interfaces.
• Lessen the impact of risks on cost, schedule, and operations.
• Deal with the program complexity and surprise effects.
• Improve program strategies and deliver the projects on time.
• Address both project and program resource concerns.
• The range of 21st Century competencies.
• The need to think strategically.
• The principles of managing change.
• How to approach and solve problems creatively.
• Critical aspects of teamwork.
• The process of motivating yourself and others.
• Methods for managing conflict.
• Techniques for dealing with difficult staff.

TRAINING OBJECTIVES

• Know the importance of character in management.
• Know the four dimensions of behavioral styles.
• Understand how to be a Champion of Change.
• Clarify your role as a leader and manager.
• Identify Five Core Competencies of effective managers.
• Understand a proven model for Developing a Successful Strategy.
• Learn how to build a high performance team.
• Recognize the difference between ineffective and effective teams.
• Discover techniques for improving their personal performance as a team leader.
• Study the different team player styles and their impact.
• Devise a strategy to manage the team through the stages of development.
• Examine the art of motivating employees.
• Consider methods of dealing with conflicts between team members.
• Review strategies for handling difficult people.
• Key aspects of a stage-gate process.
• Effect of markets on contracting.
• How governance affects decision making.
• How limited resources affect technology and design.
• Advanced methods for influencing stakeholders.
• Challenges with partners.
• Critical factors in interface control.
• Risk methods that preserve mega project value.
• Managing peer reviews, assists, approvals.

Target Groups

Experienced project and program personnel. Directors, managers, and team members in engineering, procurement and construction will benefit from attending. Project services personnel in the cost, schedule, contracts, procurement and quality functions are encouraged to attend. This advanced course is suitable for business, commercial, and finance and other non-engineers who want a greater awareness of mega project challenges.

• Team leaders seeking to enhance their performance.
• Technical staff seeking a greater understanding of management.
• Managers desiring to sharpen their skills.

Program Content

• Key aspects of a stage-gate process.
• Effect of markets on contracting.
• How governance affects decision making.
• How limited resources affect technology and design.
• Advanced methods for influencing stakeholders.
• Challenges with partners.
• Critical factors in interface control.
• Risk methods that preserve mega project value.
• Managing peer reviews, assists, approvals.
• The changing role of a manager.
• The importance of developing yourself as a manager.
• Understanding the differences between “Leadership “and “Management”.
• What sort of manager are you?
• The Dimensions and Characteristics of Behavioral Styles.
• Your Behavioral Style and how it impacts upon performance of self and others.
• The Functions and Competencies of a 21stCentury Manager.
• Using Emotional Intelligence to improve performance and to aid understanding of self and others.
• Being efficient and effective as a manager.
• Developing your Networks.
• Making every meeting productive and valuable.
• Supporting strategy in the organization, Mission, Vision, Values and Success Factors.
• Focusing on the future, undertaking external and internal analyses.
• Understanding the Impact of Organization Culture.
• Ensuring Regulatory Issues are Known and Understood.
• The main attributes and style of a of modern leader.
• Recruiting and Selecting People.
• Establishing and managing expectations.
• Building the capability and capacity of your people.
• Monitoring, Tracking and Appraising Performance.
• Creative Problem Solving and effective decision making.
• Introduction to high performing team development.
• Managing your resources (both non-people and your people).
• The cost of poor quality and the benefits of quality excellence.
• Exploring, identifying and managing risks.
• Minimizing the wider environmental impacts.
• Using technology effectively to maximize impact and to improve the customer experience.
• Supporting your team to achieve results your customers will value.
• Developing your customer focus to ensure effective, consistent customer experiences.
• Defining, evaluating and managing business processes.
• Supporting innovation ad creativity.
• Facilitating Organizational Change.
• Managing Changes in your team.
• Systems Thinking.
• Identifying opportunities for improvements.
• Embedding a continuous improvement culture in your team.
• Post Course Action Plan.
• The Goals of Teamwork.
• High Performance Team Masterplan.
• Identifying Effective Team Behaviors.
• Identifying Ineffective Team Behaviors.
• Understanding Team Player Styles.
• Overcoming Obstacles to Effective Teams.
• Employing Teams.
• Creating Virtual Teams through Technology.
• Overcoming Resistance to Teamwork.
• Meeting Team Performance Challenges.
• Understanding the Stages of Team Development.
• Essential Skills for Team Leaders.
• Harnessing the Power of Your Abilities.
• Choosing Empowering Beliefs and Values.
• Building Your Self Confidence.
• Maintaining a Positive Attitude.
• Strengthening Determination and Commitment.
• Turning Ideas into Action.
• Understanding the Causes of Conflict.
• Conflict Mode Instrument.
• Pacing & priority conflicts.
• Dealing with Different Behavioral Styles.
• Managing Conflict Effectively.
• Obtaining the Benefits of Productive Disagreement.
• Types of Difficult People.
• Adopting an Assertive Approach.
• Models for Effective Counselling.
• Managing the Difficult Team Member.
• Dealing Appropriately with Personal Criticism.
• Developing an action plan.