Despite herculean efforts most organizations struggle to realize the full potential of their business strategies. Typically, driven by either a good but unachievable strategy or the VUCA (Volatile, Uncertain, Complex, Ambiguous) environment, it is estimated that 50 to 75 percent of large-scale change efforts fall short of expectations. The principal problem is that, in many cases, companies focus on executing individual projects and judge their performance based on traditional output-driven metrics such as time, scope, and budget. What gets lost in this approach is a clear perspective on whether the projects, individually or collectively, are truly helping the company achieve its ultimate strategic objectives and create future business value. As a result, companies need to be more disciplined and adaptable in how they implement and oversee these projects to ensure strategic objectives are met. Today, your management team is ‘parachuted’ in to run a company for 4-5 years and given nothing but some investment capital, a loan, some property and equipment, a few talented recruits, a handful of customers and over sixty (60) internal project options. Your mission is to emerge as the market leader in an intensely competitive market place. This intensive workshop has you craft a strategic execution plan to turn around a struggling company. You will need to build relationships with other business units to enhance overall business performance. This workshop is highly experiential learning laboratory, combining lectures, a business simulation, process consultation, as¬sessment instruments, group discussions, and action/reflection time.
What You Will Learn
Experience business-owner ‘big picture’ thinking to develop a strategic mindset.
Manage the most important intangible assets that account for benefits realization, market value and capitalization
Lead collaborative decisions with other business functional team members while considering project portfolios from different business perspectives
Identify and align strategic project investments and resources to current and future core capabilities
Manage the complex relations and trade-off decisions required for strategy execution.
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®. Leadership and Strategic PDUs apply evenly across all credentials and Technical PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials.
Mega SeminarsWorld® offers the same opportunity to gain in-depth knowledge from PPPM experts in small group settings that you find at any SeminarsWorld program, plus the ability to earn additional PDUs outside the classroom and build your professional network through shared meals and receptions attended by more than 600 participants.
Register by 14 May 2018 for early bird rates, and through 4 June, save on guest rooms at the JW Marriott Orlando, Grande Lakes.
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Anthony Paris is a business consultant mainly working on projects to deliver improvements in service delivery, projects delivery, and business results. From 1990 to 1996 he was Managing Director of Air Malta, the Maltese National Airline, performing a major reorganization and implementing major automation projects. His management consulting work includes many years of helping organizations like JP Morgan Chase, American Express, Metropolitan Life, NASA, and General Electric in the USA. Curren…
Lawrence Suda is the CEO at the Palatine Group/Management Worlds, Inc. with over 30 years’ project and program management consulting and training experience to numerous government and private sector companies. The Palatine Group specializes in creating computer-based simulations for project management and leadership training. Larry has worked with leading companies and government agencies throughout the world, including: NASA, US Navy, DAU and others and in the private sector to such co…