Strategic International Project Manager

Introduction

The project management industry is evolving to keep up with the dynamic business environment. To address the VUCA (Volatile, Uncertain, Complex, and Ambiguous) business environment of today, new emerging trends in managing large-scale and complex projects emphasize hybrid project management, which shifts the focus from being more people oriented and emphasizes the leadership and interpersonal skills of the modern international project manager. In addition to sharing best practices, international standards, and project management case studies that are pertinent to the region and the industries of the participants, this interactive and highly engaging program gives today's experienced project managers the latest trends, methodologies, tools, and skills to effectively manage projects in today's global environment.

Targeted Groups

• Project managers looking to formalize and broaden their current project competency knowledge while incorporating best global practices and contemporary trends based on knowledge areas and processes
• Any senior project stakeholder moving to a global setting who wants to comprehend the difficulties in implementing successful global projects and programs
• Senior managers and directors who want to hone their strategic abilities for choosing and effectively running projects and programs
• Team leaders working on international projects who want to learn more about the many viewpoints on project management, including theories and laws like Parkinson's law, stewardship theory, agency theory, and student syndrome, and how these affect project success Members of the team want to increase their knowledge of global project management and how to better assist their project managers
• Project sponsors who want to learn more about how international projects are set up and handled as well as several suggestions on how to play their part and be a great and helpful sponsor

Course Objectives

• Acquire a thorough understanding of the fundamental elements of the contemporary business environment and how they affect project management.
• Learn about the newest project management trends and how they are being addressed by international standards.
• Use Discipline Agile and/or Scaled Agile methodologies to apply hybrid project management techniques to large-scale, complex projects.
• Increase your organizational strategy, portfolio management, and/or PMO practices awareness and project and program alignment by developing your strategic acumen.
• Learn how to successfully initiate, plan, execute, monitor, control, and close international projects by consulting best practices, regional case studies, and developing your project management performance capabilities.
• Learn how to communicate with the executive management, stakeholders, and project team while developing your leadership skills as a project leader rather than a manager.

Course Content

Unit 1: Recognize how projects and project management affect strategic goals

• Examine the goal of project management and planning.
• Initiation, development, execution, and evaluation of projects are all significantly influenced by organizational culture. Some organizations use a less formal methodology, while others have project management departments that have the last say in how all strategic initiatives are handled.
• Examine the effects of projects on an organization's strategic goals.

Unit 2: Recognize the components of a project's planning and procedure

• Responsibilities of the project sponsor and other key players.
• Crucial responsibilities needed to carry out a project.
• The project sponsor
• The project's stakeholders

Unit 3: Describe the requirement for defining the scope and the specifications in order to create a project plan.

• Goals and objectives (SMART)
• Levels of measurement and control (Risk assessment techniques, Elbeik and Thomas's successful project requirements, Pinto and Slevin's project success factors)
• Work breakdown structure (WBS) fundamentals such as time factors (Turner's milestone planning requirements, Gantt charts), cost factors, and other factors
• Organizational structure needed and parties involved (Larson, Gobeli and Gray who identified five types of project organisational structure)
• Environmental study (PESTLE), and alternatives and decision, and feasibility are challenges with business cases.
• Other categories include design or technical problems, project management tools (such as Turner's seven forces model), and supporting materials.

Unit 4: Talk about the steps involved in creating a project plan.

• Starting a project requires setting up the project's parameters, goals, and budgets as well as selecting team members and getting project approval.
• Planning and organization are required; you must specify the governance process and the frequency of reporting.
• Monitoring and implementation are necessary to make sure that all project activities are properly carried out and managed.
• After the project is finished, an evaluation and post-implementation review are needed.

Unit 5: Know how to carry out the project plan and assess the results (s)

• Describe how to obtain project implementation approval.
• Evaluate the procedures for obtaining stakeholder support for project operations and execution.
• Describe the evaluation procedure used to gauge project effectiveness in relation to strategic goals.