| Converting Strategy Into Action (PROJ9510D) (Required) |
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An organization or agency doesn't just naturally evolve from being project-driven to being focused and successful with projects that consistently execute business strategies. This foundation course in the Stanford Advanced Project Management program delineates and demonstrates what it takes to bring about this evolution - enabling you to identify specific areas of focus for transforming your own organization. The course provides a solid introduction to the full range of approaches and emerging concepts for aligning project initiatives with strategic objectives. You are introduced to critical steps that are examined in depth in the succeeding program sessions.
Project managers who participate in the course are expected to have significant experience in that role. This may include formal training and education in project management.
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Financial Mastery for Projects (PROJ9511D) (Elective) |
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With Financial Mastery for Projects, you achieve a deeper understanding of the relationship between your organization's financial outcomes and the decisions you make as a portfolio, program, or project manager. This is an elective course in the Stanford Advanced Project Management curriculum.
Financial Mastery for Projects helps you see projects as investments that enable the execution of your organization's strategy. You receive a high-level understanding of financial statements and how programs and projects create new products, processes, and services that directly affect those statements. Gain insight into how a project's products and its performance affect revenue recognition, profitability, and cash flow for the organization as a whole. Learn how to analyze the value of programs and projects throughout their life cycles using discounted cash flow and similar analysis. Be prepared totake the necessary actions to improve a project's financial performance.
You leave the course understanding the relationships among strategy, finance, program and project management, and able to assess alternative options using discounted cash flow analysis and related financial tools.
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| Leadership for Strategic Execution (PROJ9512D) (Required) |
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As the capstone course in the Stanford Advanced Project Management curriculum, this course addresses the crucial role that leadership plays in achieving better organizational performance in today's dynamic global environment.
Organizations stand or fall on their ability to execute strategy effectively. Has your company already tried implementing initiatives like Six Sigma, BalancedScorecard, ERP,JIT, TQM, CMM, BPM, CRM, OPM3, or other spoonfuls of management alphabetsoup —without seeing effective results? Perhaps your long-term strategies aren't getting the sustained leadership that they need to succeed because of the urgencies of day-to-day business.
Leadership for Strategic Execution is an intensive, three-day course that helps develop skills in critical areas of providing leadership to teams of people who translate strategy into effective results. The concepts presented are reinforcedthrough simulations, videos, demonstrations, structured exercises, andgroup laboratories.
You obtain a clear understanding of the leadership role and how best to use it strategically. You learn how you can be an effective leader, whether for making strategic decisions, translating strategy, assessing risk, establishing sponsorship, or managing change within your organization. Leave the course - and the program - with an in-depth appreciation for the critical context leaders must provide to create the optimum level of performance through portfolio, program, and projectmanagement.
This course is designed for all professionals who are responsible for strategic management: mid- to senior-level managers, project, program, and portfolio managers, and team members. This course has no prerequisites, but completing Converting Strategy into Action course is highly recommended.
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| Leading Effective Teams (PROJ9513D) (Elective) |
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Leading Effective Teams gives managers an opportunity to step back and acquire the strategic perspective they need to conquer the vast initiatives of their organization.
It is no easy task to lead a team whose members span organizational lines, geographical boundaries, cultures, and even languages...whose backgrounds, skill sets, and personalities differ radically...and whose priorities and levels of commitment vary greatly. The challenges are compounded when the team must work asynchronously across time zones and continually address changing contingencies and concerns.
Drawing on research on high-performance teams whose leaders attained success, Leading Effective Teams demonstrates how to avoid breakdowns - and how to achieve breakthroughs. Participants acquire the ability to unleash a team's potential by applying proven approaches to communication, coordination, collaboration and conflict management. Leading Effective Teams is expressly designed to develop effectiveness in leading complex project and program initiatives.
This course is an elective in the Stanford Advanced Program Management curriculum.
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| Leveraging the Customer Relationship (PROJ9514D) (Elective) |
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This course helps develop skills in managing customer relationships, whether internal or external, and across gender, cultural, and generational boundaries.
Balancing customer satisfaction with your own organization's priorities, values, and goals presents its own set of challenges. In Leveraging the Customer Relationship learn proven communication and negotiation techniques for handling the challenging dynamics of customer interaction.
You discover exactly how successful salespeople increasebusiness opportunities, and you find out how you can be most effective at balancing competing objectives, facilitating decision making, and ensuring customer satisfaction.
Leveraging the Customer Relationship focuses on customer relationship management.
This course is an elective in the Stanford Advanced Program Management curriculum.
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| Managing Without Authority (PROJ9515D) (Elective) |
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How do you succeed when you have a tough project, tougher customers, a nearly impossible deadline...plus valuable team members who are being given other priorities, others who aren't delivering as agreed, functional managers who aren't meeting key resource commitments... everything but the authority to get people to do what needs to be done? This course provides you with skills that top-rated problem solvers employ to achieve project, program and portfolio success.
This highly interactivecourse demonstrates effective leadership techniques - including how to influence decisions, gain commitments, hold people accountable and address performance problems - and provides plenty of practice in using them.
Concepts and skills are reinforced through filmed enactments demonstrating both how and how not to handle difficult situations. Group discussions, role rehearsals and simulations also give participants hands-on experience in applying new approaches to problems faced every day on the job.
This course is an elective in the Stanford Advanced Program Management curriculum.
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| Mastering the Integrated Program (PROJ9516D) (Elective) |
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Mastering the Integrated Program presents a unique set of management skills for identifying and assessing the myriad of interfaces and relationships affecting your programs.
Participants acquire proven techniques for initiating, defining and organizing, planning, tracking and managing, and closing out programs of any type and size. Particular attention is given to techniques for managing the project interfaces that are crucial to program success.
The concepts presented in Mastering the Integrated Program are reinforced through demonstrations, structured exercises, and group laboratories. Participants apply the program management process through a dynamic multi-part case study that has been tailored to suit technical and non-technical attendees alike. By the end of the third day, each participant has gained hands-on experience in techniques that are immediately applicable in managing program teams.
Mastering the Integrated Program teaches process-based program management skills. It does notfocus on product management or financial techniques. Each participant receives a Program Management Process Guide providing a practical five-step process for effectively managing an integrated program. Automated tools are discussed but not used in the class. However, all the techniques and processes introduced can be applied using any of the leading software tools available in the market.
This course is an elective in the Stanford Advanced Program Management curriculum.
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| Mastering the Project Portfolio (PROJ9517D) (Required) |
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Mastering the Project Portfolio provides a complete methodology for project selection, prioritization, and oversight - plus mentoring in how to resolve real-world implementation concerns facing government leaders.
Managing a portfolio of projects involves much more than just watching all the pieces. If your organization relies on project work to achieve its strategic and business objectives, you need to be sure that you're investing in the right projects, giving those projects the right resources,and getting them completed at the right time.
In Mastering the Project Portfolio, you'll examine how a strategic framework and metrics are vital to success, and you'll learn to align your projects with your business strategies. You?ll also apply the portfolio management process through a dynamic multi-part case study.
This core course in the Stanford Advanced Project Management curriculum teaches proven process-based portfolio management tools and techniques. Concepts are presentedandreinforced through lectures, demonstrations, structured exercises, and group laboratories.
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| Strategic PMO - Projects to Enterprise (PROJ9519D) (Elective) |
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In The Strategic Project Management Office: Projects to Enterprise, you'll learn the wide range of proven approaches and emerging concepts for aligning engagements, programs, and projects with an organization's strategic objectives. With a strategic project management office (SPMO) you can enable the effective implementation of organizational strategy through engagements, portfolios, programs, and projects.
This three-day elective course combines the latest research from Stanford with the world of practical strategy execution. This course provides proven techniques for creating SPMO's to support the achievement of your organization's strategic objectives.
Students create a Strategic Project Management Office for each of three complex, global case studies during the course. On the final day, the class conducts an innovative simulation of various real-world scenarios for each of the case studies with real-time changes to the business environment.
Prerequisites: We strongly recommend completing the curriculum's Converting Strategy Into Action course. |
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