Xu Zheng Teacher "leadership and team building in project management"

Source: Internet
Author: User

Leadership and team building in project management

Course Background:

Understand the importance of leadership in the project environment;

Describe the benefits and challenges of working together as a project team;

Understand the characteristics of the High Performance project team;

Create a team atmosphere with common goals;

Build a high-performance project team by using the knowledge and tools you have learned.

Fully understand the strengths and leadership types of team members, and be able to play their best role in the most suitable project positions;

Understand the methodology of team members ' communication, decision-making and problem-solving;

Using the knowledge and methodology learned, can solve the problem more effectively;

Be able to diagnose conflict sources and resolve conflicts in a timely manner;

Using negotiation skills to solve interpersonal conflicts;

Learn about the key elements of leadership;

Develop strategies for dealing with relationships and political factors related to your project, providing greater possibilities for project success.

Course Format:

The introduction of "Full experience training mode". Classroom presentations, case studies, game experiences, interactive exercises, coaching demonstrations, live simulations, brainstorming, video demonstrations, situational training, field quizzes, and more.

Course Features

1, to solve the problem as a framework, according to the requirements of the rapid learning method and the characteristics of adult learning, on the basis of the instructor, the design of targeted training, so that students can replicate our ability;

2, integration of the process and tools of the project. In addition to explaining how the tool is used, it also shows how the various tools are grouped together as a whole.

3, the case is close to reality and has timeliness.

4, the atmosphere of active interaction, content inspired epiphany, the method of practical can be manipulated, set free quiz time to solve the actual confusion;

5, the effect: simple and easy interaction;

Course object:

Project manager, project management team, Project function Manager, backbone staff, etc.

Time schedule:

2-3 days, you can adjust the course outline content according to the enterprise specific situation and time request.

Course Outline:

First Lecture: Project Leadership and team building introduction

    1. Understand the importance of Project manager leadership in a project environment
    2. Understand the contribution of leadership in contributing to project success
    3. Project manager leadership roles and responsibilities
    4. Assist each project manager to understand his or her personal style, how different personal styles affect the type of leadership, and how to improve interpersonal communication skills
    5. Establish team performance benchmarks to analyze and overcome barriers that affect team performance to achieve the goal of improving team performance
    6. Diagnose and resolve conflict issues between team members

Second Lecture: Leadership unit objectives in the project environment: 

    1. The definition of leadership
    2. How leadership is associated with a project environment
    3. Demonstrate leadership at every level of the project
    4. Leadership requires both management and leadership
    5. Project Manager-Project leader
    6. The challenge of leading a project team
    7. The characteristics of leadership in today's business environment
    8. Topic discussion: A big discussion about the challenges faced by the project team you lead

Third speaking: Interpersonal communication skills

    1. Professional Personality Assessment Tool-Myers-Briggs Type Indicator (instrument) Introduction
    2. How to use the Myers-Briggs Type Indicator ("the") Service for project team management
    3. Myers-Briggs Type Indicator (tutorial)
    4. Introduction to the type of Myers-Briggs Type Indicator
    5. Topic discussion: As a project manager, discuss how you have made an outstanding contribution to the accredited project team.
    6. One of the dimensions of the Myers-Briggs Type Indicator (NOTE): The characteristics of extroversion and introversion
    7. How to share the outward-oriented and inward-looking project managers in the project management process
    8. Topic discussion: Observing and describing the instructor's presentation of the objectives of the course and expressing your views
    9. The two dimensions of the Myers-Briggs Type Indicator (note): Sensory and intuitive characteristics
    10. How a sensory and intuitive project manager behaves in the course of project management
    11. Topic Discussion-Case study: By the instructor to provide case analysis of the content, the group talk about the case of the figure is a thinking or emotional type, and a person to the stage to explain, finally by the instructor reviews and summary
    12. The three dimensions of the Myers-Briggs Type Indicator (NOTE): The characteristics of thought-type and affective-type
    13. How a thinking and Affective project manager behaves in the course of project management
    14. Topic discussion: Think about how you plan your vacation?
    15. The four dimensions of the Myers-Briggs Type Indicator (NOTE): The characteristics of judgement type and perceptual type
    16. How the judgment and perceptual project managers behave in the process of project management
    17. Character types combined with different dimensions
    18. The contribution of different personality types to the project
    19. Topic discussion: Think about what type of personality you belong to, what characteristics you have, and how your team members are interacting with each other

Part Four: Project team building

    1. What is a team
    2. Diversity factors in team organization structure
    3. Benefits of Team work
    4. Common issues that teams need to overcome
    5. The goal of team building in the project environment
    6. Specific steps to suggest an efficient team
    7. Brousse Tackman's team development stage model
    8. The obstacles faced by team building
    9. Topic discussion: How to overcome the obstacles faced by team building?
    10. Team members ' roles and skills
    11. Topic discussion: Discussion on team members ' skills
    12. Instructor-provided scenario description of the discussion
    13. Each group discusses the goals to be achieved in the situation
    14. To elect a trainee as an observer
    15. Finally, an observer came to the stage to explain
    16. What is culture
    17. The dynamic change of culture
    18. What do we do when the language skills of the team members are not the same?
    19. Advantages and disadvantages of a diversified project team
    20. How to manage a diversified project team
    21. Characteristics of a virtual team
    22. Management Guide for virtual teams

Five: Stakeholder analysis

    1. Definition of stakeholder
    2. Process for stakeholder analysis
    3. The most important issues in the process of stakeholder analysis
    4. Steps for the process of stakeholder analysis
    5. Topic discussion: How to identify all stakeholders in the project?
    6. How to communicate with different types of stakeholders
    7. Develop a holistic stakeholder communication plan

Six: Project conflict and identity management

I. Project CONFLICT Management

    1. Natural properties of Project team conflicts
    2. Topic discussion: According to share your challenges in project team management in the second unit, please list the sources of conflict. What is the key word?
    3. Two kinds of reflective behavior when the conflict occurs
    4. Five Ways to manage conflict
    5. Topic discussion: Choose a processing method that illustrates how the conflicts between teams are handled in the actual project management.
    6. Introduction to the Advantage development model
    7. Four types of advantages
    8. Steps to handle conflicts
    9. Topic discussion: A discussion of conflict diagnosis
    10. Instructor-provided scenario description of the discussion
    11. Each group discussed how the conflict was diagnosed in the case project.
    12. A person selected by the project team to come on stage to explain
    13. Reviews and discussions
    14. The value of conflict

Second, the Project identity management

    1. Video sharing: Abilene paradox
    2. The Abilene image of the project team
    3. How to prevent the Abilene paradox from happening

Seventh: decision-making process

    1. What is a decision
    2. Review
    3. The z model of decision and problem solving
    4. Two sets of types related to decision-making in the
    5. How the different types of type are presented for the characteristics of the decision
    6. Topic discussion: Discussion on the type of decision
    7. Instructor provides scenario description of decision type discussion
    8. Each group discusses in the case project, what type of decision the project manager belongs to
    9. A person selected by the project team to come on stage to explain
    10. Reviews and discussions
    11. Advantages and disadvantages of different decision types
    12. Weights of different dimensions in decision making process
    13. Topic discussion: Criteria for a good decision
    14. Instructor-led scenario description for decision-making discussions
    15. How do you make a decision in each group's discussion of the case project?
    16. A person selected by the project team to come on stage to explain
    17. Instructor share one of the decision examples
    18. Five ways to make decisions
    19. Some bad behavior in team decision-making
    20. When to use personal decisions and when to use team decisions

Eighth: Negotiation Skills

    1. What is negotiation
    2. What to do before the negotiations
    3. The main elements of the negotiations
    4. Five stages of negotiations
    5. Phase One: Preparation phase
    6. Phase two: The fusion phase
    7. Phase three: the exploratory phase
    8. The importance of active listening
    9. Stage four: the talks
    10. The skills of negotiation
    11. Power and influence
    12. Sources of power
    13. Stage five: the end
    14. Negotiating skills to share
    15. Thematic discussion: A scenario simulation of negotiations
    16. Instructor-provided scenario description of the discussion
    17. Each group discusses the case project, meeting the required negotiating objectives
    18. A person selected by the project team to come on stage to explain

Nineth: Leadership Change

    1. What is change
    2. The importance of leadership change rather than just managing change
    3. Why change will fail
    4. Eight stages in the process of change
    5. Strategies for managing Change
    6. Obstacles in the process of change
    7. Key elements of Successful change

Xu Zheng Teacher "leadership and team building in project management"

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