What is a project?
- What a project is and is not.
- When should you go into project mode?
- The goals and restrictions of a project.
Hands-on work
Exchanging experiences and past difficulties.
Defining the scope of your task
- Delimiting your responsibility and contribution: The mission letter.
- Identifying the requesters, goals, and challenges: The project outline.
- Delimiting the project's scope of action.
- Getting managerial bodies involved: Steering committee.
Case study
Creating your mission letter and framework document. Presenting it to the steering committee.
Defining the need
- Clearing up confusion between needs and solutions.
- Expressing needs: The specifications.
- Making decisions within limits of time or cost.
- Prioritizing needs: Fundamental, important, and desirable functions.
Role-playing
Expressing and formalizing a need.
Constructing the project roadmap
- Inventorying tasks, how to limit omissions.
- Getting future stakeholders involved, relying on their expertise.
- Defining levels of responsibilities: The RACI matrix.
- Identifying possible risks: Proposing action plans.
- Constructing schedule and budget scenarios to help decision-makers decide.
Case study
Create two schedule/budget scenarios.
Controlling the project's progress
- Getting contributors involved and motivated.
- Detect deviations and difficulties early enough to react.
- Managing the project team outside of normal reporting relationships (matrix mode).
- Monitoring suppliers.
- Organizing and leading a monitoring meeting with the project team: Key progress indicators.
- Crafting and presenting the monitoring dashboard to decision-makers.
Role-playing
What corrective scenarios should take place after a deviation?
Traps to avoid
- Common project pitfalls.
- Ten classic pitfalls to watch out for.
- Best practices: The art of good project management.
2d
- 14h00 
