From Project Manager to Project Leader

Overview:
We manage tasks and activities, and those activities must be performed by people, who must be led. It is not enough to simply be a Project Manager. We must become Project Leaders. Much of this transformation comes from the use of our attitude.
Our attitudes are the most important tool in our toolbox. It costs us nothing to purchase, if we use it well it can gain us everything, and if we use it poorly it can cost us everything. How we use it is up to us. Participants will learn how to get the most from their project team by focusing on key attitude changes.

Typical subjects covered include how to create the most efficient roles and responsibilities for the team, how to meet the needs of the project, how to clarify expectations and get buy in, how to harness the effects of human performance issues, how to use metrics and reports, and much more. Many of these lessons are included in Heath’s best-selling book, The Attitude Check: Lessons in Leadership.

Why should you Attend: 
On average it takes ten successful projects to make up for one really bad project. If your projects are finishing late, if your teams turn over faster than a freshman class in college, if your projects are losing money, then you need to take this course.

We manage tasks and activities, and those activities must be performed by people, who must be led. It is not enough to simply be a Project Manager. We must become Project Leaders. Much of this transformation comes from the use of our attitude. Our attitudes are the most important tool in our toolbox. It costs us nothing to purchase, if we use it well it can gain us everything, and if we use it poorly it can cost us everything. How we use it is up to us. Participants will learn how to get the most from their project team by focusing on key attitude changes. These soft skills translate to hard dollars lost. Projects are not profitable when the third Project Managers inherits the mess left by the predecessors. Clients lose confidence in companies that can’t maintain a staff on site. These issues are almost always indicative of poor management practices as opposed to technical abilities.

These higher costs manifest money left on the table during negotiations because the incoming team was not aware of all issues, higher Human Resources costs to manage the constant staff turnover, and even the higher costs of the teams sent by the home office to “determine why” the project is losing so much money. Save the plane ticket and take this course instead. These techniques are proven to increase productivity and effectiveness, and these techniques are proven to decrease staff turnover. This course will have a positive impact on your profitability.

Areas Covered in the Session:
How to create the most efficient roles and responsibilities for the team
How to meet the needs of the project
How to clarify expectations and get buy in
How to set the project up for success
How to harness the effects of human performance issues
How to use metrics and reports
How to deal with mistakes on the project

Who Will Benefit:
Project Managers
Assistant Project Managers
Project Directors
Program Managers
Project Executives
 
 Speaker Profile:
 Heath Suddleson has more than 25 years managing projects in the design and construction industry where he has led teams in managing billions of dollars worth of projects. In these roles, Heath has served as the Contractor, the Architect/Engineer, and even represented the Owner.

Contact Detail:

Compliance4All DBA NetZealous,
Phone: +1–800–447–9407
Email: support@compliance4All.com
http://www.compliance4all.com/
Event Link : http://www.compliance4all.com/control/w_product/~product_id=500789LIVE

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