TRAINING OBJECTIVES
Leading project managers, project team members and the project management process
- Manage people without taking over the project
- Maximize results through project prioritization
- Develop understanding of processes and how to implement appropriate use
- Understand the role of the manager of project managers and team members
- Understand role differences by project phase
- Assign people to projects in a more effective manner
- Conduct review of project manager work products
- Offer support during problem escalation and obstacle removal.
WHY CHOOSE CADENCE?
Full Service
From robust methodology training courses to the support of project startups and planning sessions, covering a wide range of challenges for individual projects and teams to company wide – organizational project management challenges: ask Cadence!
Targeted Methods
The Cadence methodologies are unsurpassed and unique in the field, providing a very practical approach, aligned with best practices in our industry.
Experienced Team
All Cadence seminar leaders and consultants are seasoned professionals with a long track record of delivering results, using best practices and proven tools and techniques.
Proven Effectiveness
Cadence has been working very successfully together with companies all over the world since 1983, with just one goal: Getting Projects Done.
SEMINAR DETAILS
Cadence Managing Project Management
- Format
F2F, Virtual, for Management Teams or In-house groups - Audience
Functional Managers (MPMs), Directors, Supervisors, Senior Managers, Portfolio Managers, Program Managers - Duration
1.5 Days
- Group Size
12 Max - PMI PDUs
12 (leadership)
- Project Management Guide™
- Rapid Project Increment Planning™
- Rapid Project Startup™
- Project Management Seminar
- Project Planning & Control
- PMP® Prep Bootcamp (PMI®)
- Managing Project Management
- Scrum Project Management Seminar
- Hybrid Project Management Seminar
- Program Management Seminar
- Portfolio Management Seminar
- Project Management Framework – for Team Members
- Executive Briefing: Project Management
- Executive Briefing: Agile Project Management
- Executive Briefing: Program & Portfolio Management
- Project Management Update
- Scrum Product Owner Seminar
- Virtual Project Kick-off
- Risk Management Seminar
- Project Management Seminar
- Project Planning & Control Seminar
- In-house seminars
- Managing Project Management
- Stakeholder Management
- Project Sponsorship
- Earned Value Management
- PMP Prep Self-paced E-learning
- Scrum Master Certified SMC™
- Scrum Product Owner Certified SPOC™
- Scrum Developer Certified (SDC™) E-Learning
- Scaled Scrum Master Certified (SSMC™) E-Learning
- Scaled Scrum Product Owner Certified (SSPOC™) E-learning
- Six Sigma Green Belt Certified (SSGB™) – E-Learning
- Six Sigma Black Belt Certified (SSBBC™) E-learning
- Lean Six Sigma Black Belt Certified (LSSBBC) E-learning
- The Biggest Problems (Part 1) in Project Planning and Execution
- The Biggest Problems (Part 2) in Project Planning and Execution
- The Biggest Problems (Part 3) in Project Planning and Execution
- The Biggest Problems (Part 4) in Project Planning and Execution
- The Biggest Problems (Part 6) in Project Planning and Execution
- The Biggest Problems (Part 5) in Project Planning and Execution
- The Biggest Problems (Part 7) in Project Planning and Execution
- The Biggest Problems (Part 8) in Project Planning and Execution
- Ask Cadence – Team Matters: Project Management by consensus Part 1
- Ask Cadence – Team Matters: Project Management by consensus Part 2
- Ask Cadence – Team Matters: Dragging Feet
- Ask Cadence – Team Matters: Extra-team enthusiasm
- Ask Cadence – Team Matters: Poor visibility of customer Project planning
- Ask Cadence – Team Matters: What do you do when people don’t know what to do
- Ask Cadence – Team matters: When team members leave your Project
- Ask Cadence – Team Matters: When team members won’t commit
- Ask Cadence – Team Matters: The skill gap
- Ask Cadence – Roles & Responsibilities: Roles are not understood across the organization
- Ask Cadence – Roles & Responsibilities: Responsibility Matrix
- Ask Cadence – Roles & Responsibilities: Delivering results with vertical PM
- Ask Cadence – Roles & Responsibilities: Priority between groups
- Ask Cadence – Tools & Techniques: Define Scope right from the start
- Ask Cadence – Tools & Techniques: Goals, objectives and communications
- Ask Cadence – Tools & Techniques: Manage resolution of issues in a visible way
- Ask Cadence – Tools & Techniques: Managing critical impact tasks
- Ask Cadence – Tools & Techniques: Reflections on managing the people side of projects
- Ask Cadence – Tools & Techniques: Project Control Part 1
- Ask Cadence – Tools & Techniques: Project control Part 2
- Ask Cadence – Tools & Techniques: Is Project Planning Just a Waste of Time?
- Ask Cadence – Tools & Techniques: Operations v. Projects
- Ask Cadence – Leadership: Executives are not able to make decisions
- Ask Cadence – Leadership: Growing and migrating Project Management skills in leadership
- Ask Cadence – Leadership: No steering committee
- Ask Cadence – Leadership: Management is unrealistic about Impact on CSP
- Ask Cadence – Leadership: How project managers can manage difficult people on their teams
- Ask Cadence – Leadership: The fast-growing team
- Ask Cadence – Leadership: What do you do with an unrealistic objective?
- Ask Cadence – Leadership: Dealing with power struggles
- Ask Cadence – Leadership: Unclear priorities coming from the steering team
- Ask Cadence – Leadership: The clock is ticking, but the project isn’t authorized!
- Ask Cadence – Leadership: Finding support from functional managers
- Ask Cadence – Behavior: Jumping into Execution
- Ask Cadence – Behavior: The importance of cultural behavioral models in Project Management
- Ask Cadence – Behavior: The importance of behavioral models in Project Management
- Ask Cadence – Behavior: Scope creep
- Ask Cadence – Behavior: Vacuum planning
- Ask Cadence – Behavior: Managing up
- Ask Cadence – Behavior: The importance of group behavioral models in Project Management
- Ask Cadence – Obstacles: Solving the Unsolvable Technical Problem
- Ask Cadence – Roles & Responsibilities: Defining Roles and a Success Story
- Ask Cadence – Obstacles: Managing time on critical overlapping projects
- Ask Cadence – Obstacles: The supplier can’t deliver
- Ask Cadence – Obstacles: Too many external influences on the Project
- Ask Cadence – Obstacles: Weather the Project economy
- Ask Cadence – Obstacles: Support your team members in removing obstacles
- Ask Cadence – Obstacles: How do you deal with team members that are Project blockers Part 1
- Ask Cadence – Obstacles: How do you deal with team members that are Project blockers Part 2
- Steve Flannes: Required Personal Skills for todays Project Manager
- Wall Chart Planning kits
- Ask Cadence – PM Skill Builder (Part 1): The Slow Start
- Ask Cadence – PM Skill Builder (Part 2): The Messy Middle
- Ask Cadence – PM Skill Builder (Part 3): The Eternal Ending
- Webinars
- Podcasts
- Ask Cadence – Team Matters: The right skills
- Dr. Terry Cooke-Davies: Managing Projects in an Increasingly Complex World
- Dr. David Hillson: Understanding and Managing Risk Attitudes
- Dr. David Hillson: Extending the Risk Process to Manage Opportunities
- Connie Plowman, PMP: Building your Project Management Center of Excellence
- Connie Plowman, PMP: 50 Ways to keep your PM skills sharp
- John Patton: The Value of a Project Management Methodology
- Richard Sheridan: Innovate or Die: Agile, Innovation and the Project Manager
- Randall Englund: Negotiating for Project Success
- Randall Englund: Creating Excellence in/through Project Management
- Michael O’Brochta: How to Get Executives to Act for Project Success
- Michael O’Brochta, PMP: Top 10 Factors of Great Project Managers
- Jim De Piante: The Project Manager as Coach
- Ginevri & Beraha: The Cross-Cultural Project Manager between East and West
- Eric Norman: Preparing Project Managers for Organizations of the Future
- Claudia Baca, PMP: Harnessing the Power of Project Management
- John Patton cs: 19 Techniques for managing people who do not report to you