Project Management for Human Resources
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HR Managers are asked to juggle a wide variety of assignments and add on special ones as needed. In many companies, the people, who formerly performed specialized tasks, are gone, along with their expertise. The work still needs to be done and HR Managers are called on to take on this work as a “project.” Most HR folks are not trained as project managers and may struggle with getting everything done effectively and efficiently. The basics of project management are universal and many of the “tools” are easy to use. Get the results your organization expects applying these fundamental approaches to tackle special assignments and integrate your work into a large project, you manage productively and systematically.
Why Should You Attend?
You are already doing more than you thought possible and here comes this "extra" assignment. Instead of being overwhelmed, you will set the work up as a project, manage it using an approach with a track record of success, and get the results your management requires. You'll hone your existing skills and build on them. You'll apply what you learn to rest of your assignment, becoming more productive, and still have time to think about how to improve the overall performance of your area of responsibility.Seminar Fee Includes:LunchAM-PM Tea/CoffeeSeminar MaterialUSB with seminar presentationHard copy of presentationAttendance Certificate$100 Gift Cert for next seminar Learning Objectives:
As a result of this program, HR professionals will be able to:
Recognize the “business problem” before the project begins
Organize tasks easily into logical groups of activities
Create a project plan to guide all your efforts
“Manage” your project “team” even if you don’t have one
Keep critical stakeholders informed and involved
Track progress and recognize quickly when things are slipping
Lead effective project meetings
Demonstrate successful project completion
Apply lessons learned to the next project.
Context for HR Project Management
What are projects and where do they fit?
Project success factors and pitfalls
Articulate HR project Business Problem
Perform Stakeholder analysis
Planning and Scheduling
Analyze scope, constraints, assumptions
Create Work Breakdown Structure and tactical plan
Sequence activities optimally with Logic Diagram
Manage the Critical Path
Schedule, assign responsibility, and track.
Define budget and tracking
Define risks, qualitatively and quantitatively
Develop Risk Impact Matrix
Track and manage Risk; Escalate Risk Proactively
Human Resource and Communication Plan
Develop Role and Responsibility Plan; Create RACI diagram
Develop Management Communications Plan
Project Execution, Monitoring, and Control
Define What and How to monitor; scope, schedule, cost, quality
Capture actual results for scope, schedule, cost, quality
Apply Lessons Learned for continuous improvement
Who will benefit:
New and aspiring HR managers
HR professionals charged with improving HR performance
Executives charged with improving HR performance
Day 01(8:30 AM - 4:30 PM)
Individual Strengths & Challenges workshop CHAPTER 1: INTRO TO PROJECT MANAGEMENT What is a project; Where does project fit in organizational structure; constraints & stakeholders workshop; project team workshop Project Lifecycle; stakeholder influence; changing projects Project challenges workshop Success factors and pitfalls discussion CHAPTER 2: PROJECT MANAGEMENT PROCESS Introduction to Process Process Model, Chain of Process; define your work process workshop Introduction to Project Management Lifecycle PMBOK Knowledge Areas; Project phases; function, roles of each phase Project v Operations workshop Why use project management workshop CHAPTER 3 PROJECT INITIATION How do your projects arise? Discussion Where it fits? What is the Business Problem? Developing the Business Case; ROI; Break even, Go/No Go Introduction to CASE STUDY Business Problem workshop Stakeholders Analysis Case Study Stakeholders; Workshop and Debrief Conflict Management; Bridges Model of Conflict Resolution Case Study: Stakeholder Conflict Management workshop Communication; stakeholder workshop Influence strategies; workshop Problem solving; workshop Project Charter Case Study: Business Problem workshop CHAPTER 4 PLANNING & SCHEDULING How to plan; Pros & Cons of planning workshop Requirements elicitation Communication; Body language; Active Listening Case Study: Applying communications skills to Requirements workshop Scope, Constraints, Assumptions Case Study: Constraints, Assumptions, Scope Statement workshop END – Write up all Lessons Learned for beginning of Day 2
Day 02(8:30 AM - 4:30 PM)
Most interesting lessons learned/insights from Day 1 Work Breakdown Structure (WBS) Case Study: WBS workshop Sequencing; Logic Diagram; Relation among WBS tasks Case Study: Logic Diagram workshop Estimating activity duration Creating a PERT diagram based on estimates and logic diagram Case Study: PERT Workshop Defining roles: responsibility accountability, consultation & information – RACI diagram Case Study: Stakeholder RACI workshop Critical Path Method to develop project schedule Case Study: CPM workshop Critical Path and Risk Calculations; Scheduling; Human behavior; presentation of schedule Case Study: Scheduling workshop Aligned Assertive Communication and workshop CHAPTER 5 COST MANAGEMENT Cost management, estimating, budgeting, baseline Basic budgeting workshop CHAPTER 6 RISK MANAGEMENT What is Risk management? HR projects typical risks workshop Risk identification techniques: Brainstorming; SWOT ; Impact matrix calculation Risk management and decision making Case Study: SWOT; Impact matrix workshop Qualitative, Quantitative analysis Risk strategies; risk register; risk management Case Study: Add risk task and time to WBS workshop Risk management practices; HR-oriented escalation workshop Delivering risk related messages and bad news workshop END--Write up Lessons Learned for beginning of Day 3
Program (or Project) Evaluation and Review Technique Chart of who is Responsible, Accountable, Consulted, and Informed for each task Analysis of internal Strengths and Weaknesses and external Opportunities and Threats
Day 03(8:30 AM - 4:30 PM)
Most interesting lessons learned/insights from days 1 & 2 CHAPTER 7 PROCUREMENT CHAPTER 8 QUALITY MANAGEMENT Quality Management Plan; Cost Of Quality COQ Workshop Case Study: Quality Plan Workshop CHAPTER 9 HUMAN RESOURCES PLANNING Human resources Planning Review Case Study RACI Staff and team management Communication plan Case Study: Communication planning workshop Training planning Calculating communication complexity workshop Technology; Management plan; document control CHAPTER 10 PROJECT EXECUTION Managing all project processes, people, issues CHAPTER 11 MONITORING AND CONTROLLING Workshop: What can go wrong Case Study: Risks workshop What to monitor; checklist Measuring Actuals: Scope, Schedule, Cost; Quality Control Change Control for projects Managing Change Control challenges CHAPTER 12 CLOSURE How to close the project What have you learned about project management? Workshop Review Do’s Don’ts What are specific challenges for HR projects? Managing these challenges HR challenges and solutions workshop What are the well-developed skills you need as a successful HR project manager Final workshop: Applying everything you have learned; What to do "Monday morning" Class Closure Evaluations
Because procurement is handled differently in every company, we examine basic considerations only.
Rebecca Staton-ReinsteinPresident, Advantage Leadership, Inc.
Rebecca Staton-Reinstein, Ph.D. and president of Advantage Leadership, Inc., has been both an accidental, untrained Project Manager and a trained one. She has managed a wide variety of projects and understands the pain of juggling too many tasks, relying on others for information and work with no authority to manage them, and struggling to keep too many stakeholders from spoiling the project. She has developed project management programs for her clients around the world. She developed project management programs specifically for Human Resource professionals for a number of webinar providers. She has delivered project management seminars for organizations on four continents. Rebecca works with leaders who want to improve bottom-line results through strategic planning, engaged employees, and delighted customers. She is the author of several books on strategic leadership and planning, a legacy professional member of the National Speakers Association, and has been honored by organizations around the world in the public, private, and nonprofit sectors.
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