Objectives

The participants

• understand the interaction of structural and cultural constraints in an organization and their influence on project work
• are aware of the „hard“ and „soft“ design options available, and know how they can be used to contribute actively in creating a project-friendly environment
• know the success and risk factors applicable to the implementation and improvement of project, program and portfolio management
• are able to prepare a respective implementation or improvement project

Content

Day 1: The Model

• The KEY-9 model and the project (un-)friendly environment: influence of strategy, structure, culture and management behavior on project work
• Competence areas and management levels on the KEY-9 landscape, management systems, architecture and infrastructure, governance
• Exercise with structure analysis in small groups
• Corporate culture, project management culture and project culture:
  understanding culture, effect on projects, culture development
• Exercise with value profiles in small groups
• Collection of needs for more in-depth coverage and of cases by participants for day 2

Day 2: The Process

• Topics for more in-depth coverage (in arrangement with participants)
• Process for implementation or improvement of project work:
  time dimensions of strategy/structure/culture, steps of the change process, KEY-9 life cycle model, experience regarding time requirements, examples from practice
• Case study G-Bank
• Overview of methods for engaging entire systems
• Case study RTSC (Real Time Strategic Change)
• Exercise in small groups: preparation and planning of the implementation or improvement of project work in an organization.
  In the exercise we use a sample case provided by november ag or a case provided by participants in which ideally a current need for improving the project friendliness exists

Target Audience

Managers who are responsible for designing and shaping the execution context as part of their role, and who are interested in improving the competence of strategy execution in their organization and its pre-requisites for project work in a sustainable manner:

• Members of executive boards
• Managers of project-intensive business divisions
• Project sponsors
• Corporate development managers
• Project portfolio managers
• Chief Project Officers
• Experienced project managers
• Managers of large, complex programs and strategic initiatives

Pre-requisites

• Fundamentals of project management are presumed to be known and will not be covered in the seminar.
• Basic knowledge of behavioral change management is required for discussing the specifics of implementation and optimization of project work.

Special Features

• The seminar leader is author of the highly respected book "The ninth Key" in which he describes ways how organizations achieve a project conscious management, Haupt Verlag, Bern 2006.
• The seminar is based on successfully carried out training modules in master study courses.
• The course price includes a copy of the book “The ninth Key” (in German).