The Advanced Enterprise Modules

lrn-mpmThese modules present special competences needed by Resource Managers, leaders of larger or more complex Projects and Programs, and full-time Project Managers. You choose the modules in this group that complement your existing curriculum, and will help your practitioners the most.

Note that some modules have separate versions for Enterprise and Information Technology use. Note also the reason for the gaps in numbering: We have special modules that support our methods-specific project management products and services, in addition to those that are listed on this page.

The Advanced Enterprise Modules

Module Name
6. Personal Styles: Communication & Teamwork
.5 – 1 day
7. Leadership & Teambuilding
.5 – 1 day
9. Managing Project Risk with KnowRisk®
.5 – 1 day
10. Cost-Benefit Analysis and Benefit Realization
.5 day
13. Earned Value Management
.5 – 1 day
15. EXPO: Establish an EXpert Project Management Office
.5 – 1 day
16. Increasing Project Management Competences
.5 – 1 day
18. Performing Proactive PASS Audits: Will Your Project PASS?
.5 day

6. Personal Styles: Communication & Teamwork

Overview: If you think there is room for improvement in your project communication and team member co-ordination, this module will help. The effective Project Manager understands his or her own style’s strengths and weaknesses, and those of the team members. Then they compensate for those weaknesses, and make sure to benefit from the strengths. This module covers two key aspects of personality: Thinking style preferences, which affects communication; and Social Styles, which affect the norming of an effective team.

Learning Objectives; after this module, participants will be able to …

  • Evaluate the impact of thinking style on your effectiveness in project communication.
  • Discuss how thinking style affects tool preferences, and planning and tracking of projects.
  • Discuss how team members’ own social style affects their project roles and team performance.
  • Describe the project benefits for teams that apply a better understanding of social styles.

This module is for everyone who is involved with a project, including team members, customers and Managers.

7. Leadership & Teambuilding

Overview: Leadership. For 20 years it’s been a best-selling topic. Why do we still find such a shortage of applied leadership in projects today? This module describes the successful-project climate, and the way Project Managers can improve team effectiveness. They do so when they understand each team member’s needs and strengths, then leverage the leadership skills within their team.

Learning Objectives; after this module, participants will be able to …

  • Use an understanding of team members’ motivational needs to improve team performance.
  • Describe the characteristics of different corporate cultures, and how they impact the project.
  • Discuss the successful project climate and its impact on customer satisfaction, team gratification and results.
  • Discuss the project leadership role in the successful project climate.
  • Identify the leadership elements that make a significant difference in project team performance.

Those who supply Leadership in today’s project (or should do so), including Project Managers, Sponsors, Resource Managers, Project Office Staff, and Team Leaders. Team Members can also benefit, if you attend with your project leadership team, because often it is the individual team member who provides the leadership of the moment needed to help a project succeed.

9. Managing Project Risk with KnowRisk

Overview: Today’s projects have more risk than ever before. Sometimes that risk results in a late project or over-budget project; other times it manifests itself in a perceived lack of quality in the project results. Still other times it results in total project failure. This module describes a process of risk evaluation and management that identifies the greatest project risks. It covers assigning responsibilities for manage them, actions to avoid them, and contingency plans for the rest, accounting for them in the schedule. The module supports the use of our risk management tool, KnowRisk®. The difference between the half-day and full-day version of this module is the amount of time spent on the risks of participants’ current projects. As a prerequisite, all participants bring a list of the risks of a current project, and they use the material to assess and remedy those risks.

Learning Objectives; after this module, participants will be able to …

  • Understand the nature of project Risk, including both Threats and Opportunities; describe the purpose, benefits, timing and key roles and responsibilities in Risk Management.
  • Use brainstorming and Risk assessment checklists to identify areas of highest Risk, by individual Risk element.
  • Evaluate the impact of individual Risks realized, and the probability that the Risk will be realized. List the top Risks.
  • Quantify the cost impact of the top Risks if realized; summarize cumulative project cost of all significant Risks.
  • Brainstorm with the project team to identify Responses for highest-impact Risks. Assign responsibility for each Response. Reflect the Risk Responses in the project plan.
  • Track Risk Responses, and evaluate their effectiveness in mitigating Risks realized.
  • Apply the KnowRisk® checklist, sample Responses, evaluation grid and strategy identification processes to reduce Risk.
  • Improve Enterprise Risk Management by evaluating the process, risks realized (and those not) and responses at major milestones, and updating your risk knowledgebase.

Those who are (or should be) involved in assessing and managing risk in today’s project, including Sponsors, Resource Managers, Project Office Staff, Project Managers, Customers, Team Leaders and Team Members.

10. Cost-Benefit Analysis

Overview: This module presents a method for evaluating the costs and benefits of a proposed project. The content covers timing of Cost-Benefit Analysis, appropriate participants, cost factors, benefits, and ways to present the results. A special topic covers ways to value benefits that you labeled “intangible” in the past.

Learning Objectives; after this module, participants will be able to …

  • Describe the purposes of Cost-Benefit Analysis, and a process for developing reliable measures.
  • Identify the most-important timing and participants of Cost-Benefit Analysis.
  • Describe the range of costs that you must consider and quantify for a project.
  • Identify the different types of benefits a team should evaluate, and describe ways to quantify those benefits, even when you consider them to be “less tangible”.
  • Describe alternative ways to present the results of Cost-Benefit Analysis, including graphic methods.
  • Discuss the need for and the responsibilities for following up on a Cost-Benefit Analysis to verify benefits realization.

Those who are (or should be) involved in identifying the costs and benefits of project efforts, and performing initial and follow-up Cost-Benefit Analysis: Executives, Resource Managers, Functional Managers, project customers, Project Office Managers, Program or Project Managers, and Team Members.

13. Earned Value Management

Overview: This module provides the background, prerequisites and procedures for Earned Value Management, the most effective method for tracking progress of large or very large projects. Earned Value is also essential for tracking contractual projects that only earn payment for measurable progress.

Learning Objectives; after this module, participants will be able to …

  • Describe the Earned-Value approach and terminology, and identify its purpose and strengths in project tracking.
  • Identify and apply Earned Value Tracking formulas to determine project status.
  • Explain the implications of cost and schedule variances. Forecast final cost and completion dates using Earned Value methods.
  • Identify and satisfy the prerequisites for appropriate use of Earned Value Management, including timing issues and accuracy of information.
  • Identify alternative ways to use the Earned Value Management approach, when the needed prerequisite information is not available.

This module is for Program and Project Managers, Project Management Office Staff, and Team Leaders who need to know how to apply this superior method of tracking project progress. Managers who are interested in improving PM Performance should attend with your Project Managers. The difference between the half-day and full-day versions is the number and times spent in relevant exercises.

15. EXPO: Establish an EXpert PMO

What is a Project Management Office? Anything you want it to be! The answer depends on your needs: Your Project Office can assume a variety of roles, but to get maximum benefit, you must tailor it to your objectives, structure and culture. The ProjectExperts use this working session to help you establish, expand or enhance your Project Office.

Here are ten categories of services your EXpert Project Management Office could support:

a. Executive Information Supportf. Project Team Support
b. Program Administrative Supportg. Project Management Skills Development
c. Project Planning Supporth. Project Management Tools Support
d. Project Auditi. Project Management Process Management
e. Project Control Supportj. Project Manager Contracting

Step 1: Assess Needs From a detailed checklist of functions a Project Office could support, identify those that have the greatest potential value to your enterprise. The functions are organized according to the list above. Here is an example of the details for one of our categories:

Step 2: Develop Implementation Plan After you select the functions you wish to improve, we develop an implementation plan. This plan may include search and acquisition of project management products, methods, or tools. It also often includes coaching, training, or project-specific consulting services.

This Module is for Project Management Office managers, Project Managers, and those Managers in your organization who are establishing or improving your Project Office or Project/Program Management Office. Although this Module is in the Advanced Enterprise Modules, it is appropriate for Information Technologies Project Offices as well.

16. Increasing PM Competences

Overview: Are you the weakest link? Projects succeed or fail based on how well each of the key stakeholders performs his or her assigned and assumed roles. And yet, especially in larger projects, just one person who fails to embrace and deliver their results can void the efforts of the rest of the team. This module uses ProjectExperts’ PM CompModel process to identify key project roles, then to assess the competences participants need to succeed in those roles. As a result, participants identify gaps and strengths, and discuss their impact on project success. Finally, as a team, we develop an action plan to coach, train, or add staff to provide missing competences. The 1-day version allows use of our automated PM CompModel tool.

Learning Objectives; after this module, participants will be able to …

  • Identify the roles participants fill in projects, and the most important Competences to demonstrate, to improve PM Performance and project success.
  • Perform self-assessment against the key role Competences, and identify your areas of greatest strengths, and greatest gaps.
  • For the greatest strengths, identify ways to leverage them in your projects and your organization.
  • For the greatest gaps, identify action plans to overcome them, and develop a timetable for re-evaluation, and identifying the benefits of your improvements.
  • For key project stakeholders, identify ways to improve project competences.
  • For Project Managers, identify the different types and levels of Project Manager Certification, and the primary criteria that differentiate one from another.

This module is perfect for intact project teams, including Sponsor, Resource Managers, Project Office Staff, Project Manager, Team Leaders and Team Members. It is great for Managers of Project Managers and Teams, who realize that increased project competence results in improved performance. It will also benefit individual Managers, Project Managers, and Project Office Staff. Learning, Education or Training Managers who attend can help your organization apply a target-ed improvement approach to project management competences, rather than relying on Just Too Late or random public class attendance across a variety of PM vendors with inconsistent methods. This module is a key resource for those who are improving Training Management processes as part of Project Management maturity improvement or in their Capability Maturity Model quest.

18. Performing Proactive PASS Audits

Overview: This module applies PASS, our Project Audit Support Service. Proactive Audits involve Managers and customers in reviews of key project deliverables or results while there is still time to correct gaps, inaccuracies and omissions, rather than waiting for failures and attempting to make corrections then. Managers who participate have a better sense of the true project status, and can make decisions about the need to correct defects, rather than merely focusing on project time and cost.

Learning Objectives; after this module, participants will be able to …

  • Identify the handful of project products that benefit most from proactive review and adjustment.
  • Review a current project product in one category, determine whether the results are complete enough to continue.
  • Ask insightful qualitative questions, rather than just quantitative ones, to assure the results are acceptable.
  • Assess true project progress in class, through assessment of incremental project results, and clarification of open actions needed to improve them.

This module engages one or two intact project teams, including Resource Managers, Project Manager, Sponsor, Team Leaders and Team Members. Teams use prepared project results from a cur-rent project as the focus of their exercises, and return with a “report card” answering, “Does Your Project PASS?” Project Management Office consultants who participate can learn to coach and support teams to higher levels of success, rather than applying an old enforcement mentality to improve rigor and standards.