Orchestrating Total Project Success: Leading-Edge Solutions 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:
- Formulate a comprehensive plan that pays as much attention to managing the critical human, political, and organization change factors as it does to traditional project tasks.
- Identify the six project phases that are critical for project success and value realization, from project initiation through deployment, change adoption to support, sustaining and enhancing the initiative.
- Demonstrate real-world insights on how to elevate and enhance their project management career by not only becoming a professional who can be trusted with the “big picture,” but one who also has the skills and abilities to enlighten other key stakeholders.
Description
Loaded with a variety of engaging activities along with enough practical tools and templates to help you become a project superstar no matter what your role, this top-rated training provides the latest “real-world” techniques when it comes to simultaneously achieving both project management and organizational change success.
PMI recognizes that change is delivered through projects and programs. Unfortunately, many practitioners still espouse an inefficient “old school” approach of treating the people-related/organizational change management side separate from the more traditional aspects of project management. This is a recipe for frustration and failure.
This dynamic and practical training details a better way. With an equal emphasis between the technical side and the people side, this comprehensive, fully integrated approach covers all the bases. From project initiation all the way through value creation, project managers around the globe are embracing this scalable, peer-approved approach to hit a wide-range of critical success metrics.
AGENDA
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- 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
- Introduction
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- 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 2 Introduction and Review
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- 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
- Day 3 Introduction and Review
Thomas was very engaging. His case studies were very thought-provoking and made me think outside the box. I would definitely take another one of his trainings.
February 2023 Attendee
Thomas was an excellent instructor. He made the 3 days fun and engaging, as well as informative. It made me rethink on how I do some of my project management activities.
February 2023 Attendee
I'm new to project management, and I was nervous for this training because I felt that I would stick out as a newbie. The instructor did an excellent job of making everyone feel welcomed. I felt accepted and among like-minded people. It was one of the most engaging and exciting environments I've ever been part of.
June 2023 Attendee
PDU Allocation Table
| Ways of Working | Power Skills | Business Acumen | Total | |
|---|---|---|---|---|
| CAPM® / PMI-CP™ / 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 |
 |  |  |  |
Instructor(s)
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.