Strategic Project Management by Informa Middle East

Strategic Project Management 11 – 15 May 2014 Jumeirah Emirates Towers Hotel, Dubai, UAE

PMI REP: 1419

Realising Corporate Objectives By Effective Project Management

Top 4 Learning Objectives 1. Identify the key approaches and tools required to develop a “management of projects strategy” to achieve corporate business goals 2. Gain knowledge of strategic project management for use in your strategic and business related positions 3. Discover practical techniques to support successful strategic project management 4. Understand the key areas and gain knowledge of strategic project management issues Earn 30 PDUs from PMI to maintain your PMP status Follow us on

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Course Overview Organisations face constant social, political, economic, technological and competitive changes. Effective management of programmes/ projects is recognised as a principal strategy and process to deal with the inevitable change facing organisations. These changes compel organisations to resolve business issues of strategic growth and operational effectiveness by improving, re-designing or re-engineering their business models to meet company goals.

Increasing market expectations demand that organisations solve business problems and improve current processes and increase efficiency. Those organisations that can raise their profile to benefit from strategic project management will gain competitive advantage.

Strategic project management draws upon project management techniques, methods and tools to address areas such as realising business benefits, growth, profitability and competitive advantage. All these address the key concerns of stakeholders for the increase of shareholder value and long-term business competitiveness.

Who Should Attend This course is invaluable to senior managers, executives, line managers, programme and project managers, project office staff and consultants who seek to apply solid industry-recognised techniques for the successful management of strategic change by programmes and the realisation of business value.

Read What Delegates Have Said About Claude’s Previous Courses With IIR ME: “Claude is a very motivational trainer. Instead of feeding us with all the information, he gave us ideas so that we could think and figure the answers ourselves.” Tida Joice Reyes, Assistant to Chief Commercial Officer, National Health Insurance Company, UAE

“The study materials were very useful and practical. We learned what exactly happens in real life in the project management arena.” Khalil Qallabi, Section Head Engineer, Qatar Steel Co Ltd, Qatar

“Claude used several learning styles to gather the attention of trainees.” Khalid Al Sagga, Saudi Railway Company, KSA

+971 4 335 2437

+971 4 335 2438

Meet Your Expert Course Leader Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in Management of Change. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building, and has held various management positions for international organisations and companies. His functional management and consulting experience with major corporations such as ABB, Alcatel, Areva, BP, Cadbury-Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name but a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors. This has exposed him to a variety of situations, which have all forged a deep understanding of the issues governing the Management of Change by Projects. In a professional career spanning 40 years, Claude Maley has held responsibility for a significant number of projects. These have involved internal organisational projects, and external commercial projects, ranging in duration from one month to five years, and in budget from $ 50k to $ 500m. Claude has also participated in many projects as team leader of sub-systems and on numerous occasions as an external advisor to the lead project manager. Claude is a PMP and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. In the practice of his consulting and education profession he has worked with more than 80 different nationalities in more than 60 nations in all continents. Claude is fluent in English, French, Spanish and Italian. Author of the book “Project Management – Concepts, Methods & Techniques”; educational courses and papers on business solutions; Management of Change by Projects and organisational management and leadership. Claude is a Member of the International Project Management Association and the Project Management Institute.

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

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Strategic Project Management

11 – 15 May 2014 Jumeirah Emirates Towers Hotel, Dubai, UAE

Course Timings Registration will be at 08:00 on Day One. Course sessions will start promptly at 08:30 and end at 14:30. There will be two short breaks for refreshments and lunch will be served at the end of each day’s sessions.

Course Outline

Days Two And Three Day One

Management Of Change By Projects

Strategic Planning And Project Portfolio Management (PPM)

Business Drivers Of Change • The dynamic business environment • Value creation • Business framework and strategies for change • McKinsey’s 7 Ss Framework

Strategy Overview • Strategic planning approach • Business drivers: definition and measurement • Formulation of business cases • Determining financial justifications • Strategic direction – governance/management

Impacts To The Organisation, Infrastructure, Processes And Systems • Strategic organisational success • Review of organisational impacts • Preparing for organisational change • Raising organisational comfort levels

Converting Strategy Into Projects • Comprehension of strategic intent • Formulating effective strategic direction and content • Decision analysis • Project strategy and portfolio management

Responses To Change Transition • Resistance • Key approaches and strategy • Stages of adjusting to change • Fundamental principles • The four stages • The concept of adaptability Communication About Change • Communication foundation for change • Planning/monitoring workshop • Communicating the commitment strategy • Active listening • Meeting management • Project communication Projects As Agents Of Change • From strategic vision to projects • Converting strategies and tactics to projects • From improvement to re-engineering • Projects and change spectrum • Change projects – framework • Project filtering/pipeline process • Strategic alignment of projects • Decision steps – projects portfolio Role Of The Project Manager During Change • Meeting the corporation’s concerns • The project manager as a leader • Role of the project manager – actions • Scoping organisational impacts • Identifying sponsors and stakeholders • Engaging organisational commitment

+971 4 335 2437

+971 4 335 2438

Introduction To Project Portfolio Management • Project portfolio management concept Goals of project portfolio management Portfolio management structure Project portfolios and strategic plans • Strategies and links to projects Corporate strategy and Corporate Governance Portfolio management and operations Portfolio management and programme/project management • Project portfolio implementation – critical success factors The Project Portfolio Management Framework • Strategic alignment, selection and ranking to project portfolio • Project portfolio optimisation, capacity planning, schedule optimisation • Project portfolio selection governance • Project portfolio approval and sign-off • Stage gating and project life cycles • Project launches • Project portfolio adjustment and maintenance Project Portfolio Reporting • Reporting framework • Progress tracking • Project portfolio reporting Project reports Progress and assessment reports Capacity and resource utilisation reports Management reporting Post deployment reports – operations and benefits fulfilment “Ad-hoc” reporting • Management and organisational communication

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Portfolio Manager Roles And Responsibilities • Scope and range of roles and responsibilities • Corporate communication framework • Project portfolio assessment and analysis • Capacity planning and management • Handling “unplanned” projects

• • • •

Managing project issues and conflicts Multiplicity of project life cycles Resource priorities and allocation Programme and project communication and reporting structure

Managing Project Managers • Challenges of managing project managers • Management styles • Managing expectations • Selection, skill development and retention of project managers • Performance evaluation and reward systems

Days Three And Four Stakeholder Management The Role Of Stakeholders In The Success Of Projects • Business drivers and expectations • Strategic and tactical motivations • Internal and external stakeholders • Stakeholders and the product life cycle • Stakeholder management • The project manager’s attitude and relationship to stakeholders

Leadership Skills • Leadership styles • Motivational factors • Delegation principles • Mentoring Supporting Project Managers • Scope and nature of management supervision • Support provision for: Internal projects Commercial projects International projects Virtual teams Cross-cultural teams • Decision support for: Project selection and portfolio fit Project charter Project funding Project plan review Project plan approval Project manager and team performance Project reviews Project audits • Assistance in conflict management: Organisational issues People issues Project failures Project recovery Early termination Project closure and lessons learned

Establishing And Managing Stakeholder Expectations • Identifying stakeholders – PESTLE Model • Conducting a stakeholder analysis • Determining interests, importance and influence • Stakeholder expectations and strategic goals • Prioritising stakeholders • Establishing strategies for involvement • Addressing issues for successful alignment • Dealing with conflicting scenarios Stakeholder Communication • The stakeholder communication plan • The project manager’s communication skills with stakeholders • Managing stakeholder meetings: Internal External Mixed One-on-one • Dealing with objections Stakeholders And Scope Change Management • Establishing understanding of the change management process • Managing and maintaining portfolio alignment • Communicating changes and impacts • Creating stakeholder commitment • Implementing alignment processes for portfolio maintenance

Days Four And Five Managing Project Managers Project Management Organisational Challenges • Project success and key performance indicators • Understanding the organisational issues • Assessment of the organisation’s project management maturity level • Senior management commitment to project management Managing In A Multi-Project Environment • Portfolio management • Programmes and project interrelationship

+971 4 335 2437

+971 4 335 2438

www.iirme.com/strategicPM

Strategic Project Management

11 – 15 May 2014 • Jumeirah Emirates Towers Hotel, Dubai, UAE

FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 9428 Dubai, UAE

+971 4 335 2437 +971 4 335 2438 register@iirme.com

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DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com WEB BC5393 Event

Course Fee Before 23 February 2014

Course Fee Before 16 March 2014

Final Fee

US$ 4,395

US$ 4,895

US$ 5,195

Strategic Project Management 11 – 15 May 2014

WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive an IIRME Certificate of Attendance.

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A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received. Credit card payment If you would like to pay by credit card, please tick here and a member of our team will contact you to take the details

Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge. Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

Avoid Visa Delays - Book Now Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process. All registrations are subject to acceptance by IIR which will be confirmed to you in writing. Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Jumeirah Emirates Towers Hotel, Dubai, UAE Tel: +971 4 330 0000 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

ON/MB BU23 Project Management