Orchestrating Total Project Success: A Comprehensive Approach for Managing People, Projects and Organizational Change with Thomas Luke Jarocki

What You Will Learn

Upon completion of this training, learners will be able to:

  • Describe what is necessary to successfully plan an initiative all the way from project initiation through deployment, change adoption, and value creation.
  • Demonstrate competency in the use of essential tools and techniques from both the project management and change management disciplines that are necessary to orchestrate and achieve total project success.
  • Discuss what the unique needs and challenges are for each stakeholder group, how these needs vary from phase to phase, and what tools and techniques are most appropriate for any given time or challenge.

Description

Projects are the vehicles of change. They are funded and provided resources not so they can simply be delivered on time, within budget, and according to scope, but because they help drive the necessary changes—both individually and organizationally—that create value. Unfortunately, many practitioners still espouse the traditional, inefficient approach of treating the organizational change management/people-related side separately from the technical/project-related side. This is a recipe for failure and frustration.

This training, which is led by a leading expert on integrating project and change management, details a better way by illustrating how to plan for and mitigate both the project-related and people-related challenges within each phase of the project life cycle. PMI recognizes change is delivered through projects and programs; because of that, organizational change management, along with deft stakeholder management, is something that should be integrated throughout the project life cycle.

From project initiation all the way through supporting, sustaining, and enhancing the value of project-driven change, this training will focus on all the tools, structures, techniques, and insights necessary to facilitate workforce readiness, user adoption, beneficial organizational change, and overall project success.

  • Introduction
    • Class introductions, key objectives, and professional development unit (PDUs)
    • How legacy project management approaches fall short of achieving true project success
    • Recommendations on getting the most out of this training 
    • Utilizing the “enhanced advantage” set of project tools, templates, and process guides
  • Taking a More Unified Approach to Managing People, Projects, and Organizational Change
    • Why it is critical to look beyond the technical aspects of project management
    • Understanding the link between value creation and your project management career
    • The importance of organizational/behavioral change management
    • The five elements of total project success and what it means to “orchestrate”
  • Planning and the Project Life Cycle (and Why the Phase Gate Process Is Your New Best Friend)
    • Project life cycles versus project management processes
    • Determining the optimal project governance and decision-making criteria
    • Understanding how project and stakeholder needs differ by phase
    • Running successful phase gates, whether they be formal or ad hoc
  • Utilizing a Better, More Effective Approach for Stakeholder Management
    • Developing a more precise way of addressing stakeholder needs and expectations
    • Identifying the three essential stakeholder groups vital for achieving total project success
    • Incorporating the Emergence One Method for stakeholder management and organizational change adoption into project planning
    • Proven techniques for facilitating adoption with:
      • Leaders and key decision-makers 
      • Project partners and contributors 
      • Customers and change recipients
    • A table versus table showdown: Identifying stakeholders and the project value intent for each case study
  • Integrating Stakeholder Management/Organizational Change Throughout the Project Life Cycle
    • Introduction to the project life cycle stakeholder management matrix
    • Responding to the needs and expectations of the different stakeholder groups
    • Doing the right things with the right people at the right time
  • Day 1 Summary, Debrief, and Close
 
  • Day 2 Introduction and Review
    • A fun little story illustrating key principles
    • What smart execution means and how to achieve it
    • Understanding the pros and cons of project methodologies 
    • How to scale our phase-based project management plan structure to fit your needs
  • Phase 1—Opportunity Assessment/Project Initiation or “How Not to Be a Solution Going in Search of a Problem”
    • Laying the right foundation for overall project/organizational success
    • Defining the opportunity and creating the initial “frame”
    • Techniques for a more engaging approach to risk management 
    • Preparing for and conducting your first phase gate/project review session
  • Phase 2—Assess Alternatives: Finding the Best, Most Viable Solution
    • The importance of alternatives
    • Developing and selecting the best alternative: Choosing professionalism over politics
    • Dealing with “big ego” executives and company politics
    • Addressing mixed messages: A data-driven approach to stakeholder alignment
  • Phase 3—Detail Design: A Design Process That Focuses on Achieving Total Project Success
    • How design tables can improve your overall design process while saving you time
    • Demonstrating the value of the enhanced “requirements gathering on steroids” process
    • Assessing organizational and workforce change impacts and what to do about them
    • Refining costs and locking down scope
  • Day 2 Summary, Debrief, and Close
  • Day 3 Introduction and Review
    • Recap of key points from Day 2
    • Tweaks and recommendations for Day 3
  • Phase 4—Build and Final Prep: Finalizing the Solution and Developing Organizational Readiness
    • More tools and techniques for engaging, aligning, and mobilizing key stakeholders
    • What are “peripheral support elements” and why are they important?
    • Battle royal! Who will be the winning group when it comes to deployment planning?
    • Engaging project contributors and other support organizations and service providers
  • Phase 5—Deploy/Implement: Implementing and Stabilizing the New Current State
    • The connection between organizational readiness, project time lines, and cost management
    • Developing MAPs (management action plans) to accelerate change adoption
    • Stabilizing the new current state—tools and techniques
    • Setting operations and customers up for success—the unique importance of the project handoff
  • Phase 6—Support, Sustain, and Enhance: Enhancing Value Creation and Project ROI
    • Avoiding common mishaps in the transition from project team to operations/customer base
    • Techniques for supporting, sustaining, and enhancing the initiative
    • Celebrating the project team
  • Bringing It on Home
    • Tying it all together and next steps
    • PDU credits
    • Additional tools, templates, and project guides (in electronic format)
    • Stay in touch!
  • Training Close

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Power Skills and Business Acumen PDUs apply evenly across all credentials and Ways of Working PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials. *Please note that the asterisked row below applies to the PMI® Agile Certification Journey and includes Disciplined Agile® Scrum Master (DASM), Disciplined Agile® Senior Scrum Master (DASSM), Disciplined Agile® Coach (DAC), and Disciplined Agile® Value Stream Consultant (DAVSC) certifications.
Ways of Working Power Skills Business Acumen Total
CAPM® / PMP® / PgMP® 7 7 7 21.00
PMI-ACP® / Agile* 0 7 7 14.00
PMI-SP® 0 7 7 14.00
PMI-RMP® 3 7 7 17.00
PfMP® 0 7 7 14.00
PMI-PBA® 0 7 7 14.00
Ways of Working Power Skills Business Acument Talent Triangle

Instructor(s)

Thomas

Thomas Luke Jarocki

Thomas Luke Jarocki, managing director of consulting and training for Emergence One International, is an internationally recognized expert, author, and thought-leader when it comes to integrating project management expertise with organizational change management proficiency. A frequent and popular presenter with PMI audiences worldwide, Thomas has logged nearly 25,000 hours working with various project teams across the United States, Latin America, Europe, and the Middle East. His influential, practical approaches to managing people, projects, and change have been recognized and embraced by corporate leaders, professional organizations, government agencies, and project professionals worldwide.

Thomas was the lead architect of the innovative “E1 Method for Change Leadership and Project Execution” which incorporates organizational change and behavioral science components into the project planning, execution, and continuous improvements life cycles. This breakthrough approach that unifies the project management/change management disciplines is now in place at hundreds of organizations around the globe.Thomas holds an advanced degree in organizational behavior from Columbia University and served on the faculty of the University of Maryland. Clients have included Apple, Motorola, Chevron, McDonalds, HP, McKesson, Plantronics, Cisco, DIRECTV, PepsiCo, and Microsoft.

Training Information

PDUs
21
Level
Intermediate
Dates
13 - 15 June 2023
Length
3 Days

Price

Member Price
US$2290.00
(US$2065.00 before 1 May)
Nonmember Price
US$2515.00
(US$2265.00 before 1 May)
Government Price
US$2065.00
Student Price
US$1019.00

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