At some point in one’s career almost every professional is faced with managing a small project. Whether it’s putting together a product design proposal or reorganizing a department or office set-up, projects are on going all the time.

With small projects it’s tempting to skip the planning phase and dive directly into execution. In most cases this turns out to be a big mistake. When you fail to plan, you risk missing critical steps, doing things out of sequence, and causing costly mistakes that require additional resources to fix. Whether a project is big or small, the key principle is always the same: the importance of planning to proper project execution.

While many of the tools and frameworks used in large project management are too complex and time-consuming for small projects, you do need to plan effectively.

After a brief overview on the skill set of an effective project leader – stressing the point that many projects fail due to lack of communication - the focus of this training will be on methods and critical elements of planning.

Integrated into this training course is an insightful, competitive team simulation that emphasizes simple, fast, and flexible techniques for ensuring project success. What makes this module such an effective learning experience is the combination of an actual hands-on team challenge and Russell’s four-step DARE Model for proper management of smaller projects.

Through game play, participants learn very quickly the importance of each phase, from planning to completion as well as the need to practice what’s referred to as flexible structure.

Learning Outcomes

• Experience firsthand the skills required to manage projects effectively
• Understand the various challenges of project management
• Realize how to leverage personal strengths to improve project communication
• Learn how to apply the DARE model of project management

How it Works

At the heart of the game is a construction project. Project teams are faced with the challenge of building to exact specifications, given only limited knowledge and resources – and they’re expected to complete the project both on budget and on time. The game, a construction project, is based on the global industry standard, Project Management Body of Knowledge (PMBOK), and it supports project management as defined by the American Society of Training and Development’s Certified Professional in Learning and Performance (CPLP).

On-the-Job Skills Transfer

The core of project management is planning and the core of project planning the work breakdown structure (WBS). Using two different cases learners develop a detailed work breakdown structure for a smaller project.

Learning Outcomes

• Understand the basic features of a WBS
• Learn about different ways to design a WBS
• Design a WBS template using a practical example
• Optimize a WBS in a team learning environment

Participants develop their own template for a WBS and by doing so lay the foundation for a successful on-the-job skills transfer.

Take Away

Participants will receive tools and templates and free and easy-to-handle resources for future application of project management skills. 

I. Introduction

Welcome and Introductions

Structure and Objectives of Program

9.15 am – 10.30 am

II. The Basics of Project Management

The four stages of Project Management

Decisions to be made by Project Managers

Skills of an effective Project Manager

Group Discussion

10.30 am – 10.45 am: Coffee Break

III. Planning Small Projects

Action Planning

Work Breakdown Structure

Scheduling

Exercise

 

12.00 pm – 13.00 pm: Lunch Break

 

13.00 pm – 14.30 pm

IV. Project Management Activity

Introduction to the DARE Model

Introduction to the Activity

Activity

Feedback and Debriefing

Discussion of Learning and Development Points

14.30 pm – 14.45 pm: Coffee Break

14.45 pm – 16.45 pm

V. Developing a Work Breakdown Structure

Hand-out of Exercise

Teamwork

Presentation and Discussion of Results

16.45 pm – 17.00 pm

V. Wrap-Up

Summary of Key Learning Points

Trainer

Dr. Laurenz Awater, General Manager and corporate trainer. Laurenz is an organizational development and intercultural expert whose China experience dates back to 1985 when he was foreign student at Beijing University. Laurenz is fluent in Chinese and works as management trainer and consultant. His Ph.D. thesis on ‘China’s Political Economic History from 1949 to 1997’ is a standard reference book at German universities and received mentioning on ‘Wikipedia’ and on books on G8 summit policy, China’s WTO-integration and EU-Foreign Policy. When working in German industry Laurenz was involved in large infrastructure and construction projects in China. In 2003 he founded the Shanghai INNOVA Management Institute, a training company known for organizing high-level executive workshops for expat managers and for its leadership and management training programs. Since then the Shanghai INNOVA Management Institute has built up a client base of more than 200 MNCs, mainly larger and mid-sized concerns from Western Europe.

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