The professional group we dedicate our trainings to:

Our trainings are aimed at project managers, team members and individuals taking key decisions, regarding the realized enterprises within the whole organization or in a particular department. The training program presents special tools and techniques useful in typical projects for external clients, as well as for the in-house use.

DETAILED TRAINING PROGRAM:

1. PROJECT MANAGEMENT METHODOLOGY

    period of time - 3 days

TRAINING OBJECTIVES:

Effective planning and project realization with regard to company specificity

Shortening deadlines and project realization time.

Working-out practical tools for efficient project preparation.

Systematizing knowledge and creating standardized patterns of Project Management.

An increase in the effectiveness of project teams actions.

ADVANTAGES:

Systematized knowledge, practical tools and skills, enabling “quick start” with a Project and its dynamic course, as well as achieving project targets and strategic organization goals.

The emphasis on defining and the right Project preparation.

The ability of optimizing schedules as the way of saving without the loss of quality and the cost increase, as well as the method of having the edge over competitors.

Common language within the scope of Project Management.

TRAINING PROGRAM:

Introduction

• What is a Project and what can’t be defined in this way?
• The need for Project Management.
• The main traps on conducting unit undertakings.
• Challenges for the characteristic projects run by the Company.

Project cycles

• Four-phase mode of carrying out the undertaking:

1.     Defining

2.     Planning

3.     Realization

4.     Finishing

Demands Management / Defining

• How to run the process of negotiating and meeting demands.
• Writing specification from the clients’ side. Establishing demands.
• „Show me how you started the project and than I’ll tell you how to finish it”.
• How should right demands look? What to do on facing the lack of demands?
• Basic tool - the Structure of Task Division (WBS).
• Practical choice analysis (Kapner-Tregoe) – the client’s way of thinking on selecting the offer.

Project Context

• Stakeholders, that is all interested in venture. How to dentify them and what to do with them?
• Company organisational structure.
• Pros and cons of functional or subject organization of departments.
• Everything about the popular matrix solution.
• Which structure is the best for particular projects?
• Support from managing forces supervising individuals, as well as the whole organisation.

Planning

• Responsibility division matrix.
• Gantt, Network diagram. Critical Path. Compression of schedules.
• Project planning of the internal organisational changes, investment project and the others.

Critical Chain philosophy

• Time weight.
• Where has the focus on the most important tasks gone?
• Why are estimations artificially pumped-up?  
• Calendar approach and “parking in a French way”.
• Reasons for delays.
• Critical Chain proposals.
• Solution to “bottle-necks” in a project. The reality of the contestants.

Risk Management

• Risk Management is not only the product of probability and possible effect of events.
• Risk scale in relation to the project.
• Taking rational decisions in the uncertain situations – practical methods.
• Establishing reserves in case of various eventualities.
• Plans “just in case”.
• Risk estimation planning, that is how not to lose track with it

Management of Change

• Chaos threat with demands.
• Contract changes – as the second most serious problem on conducting projects.
• The roots of „willing” and „unwilling” attitude to changes.
• Model process of change control.

Project Controlling

• The key to success – effective ways of collecting information.
• How can work progress reporting be three times as good as previously?
• Problems on the way of an undertaking – their accurate diagnosis and repair actions.
• Closing the project is also the state of art. What experience does the company derive from the undertaken projects?

The end

• Training summary. Marking out the areas to work on. Feedback session.

2. RISK MANAGEMET IN A PROJECT

period of time - 2 days

This is a training basing on the key elements of Project Management within the scope of risk management.

TRAINING OBJECTIVES:

• Systematized knowledge in the field of risk management,
• Getting to know the methods of identification and risk analysis,
• Learning the process of risk management in a project,
• Involving contestants in exercises regarding risk management

TRAINING PROGRAM:

Introduction

• Preface.
• Integration.
• Thematic presentation.

Risk management planning.

• What is called a risk?
• Why do we manage risk?
• What are the main categories of a risk?

Risk identification.

• SWOT analysis.
• Brainstorming.
• Ishikawa’s diagram.
• Controlling lists.

Qualitative risk analysis.

• Probability classification.
• Classification of results.
• Risk matrix.

Qualitative risk analysis.

• Weigh value.
• Reinforcing and soothing actions.
• EMV Weight value.
• Reinforcing and soothing actions.
• EMV

 A  reaction to risk

• Risk transfers.
• Risk avoidance.
• Passive and active retention.
• Risk reduction.

Risk controlling and monitoring.

• Feedback in risk monitoring.
• Risk controlling process.
• The examples of risk management procedure in a project.

The end of training

• Conclusion of training.
• Feedback session.

3. PROJECT FINANCES

period of time – 3 days

This is a training containing the most essential elements of Project Management within the scope of project finances.

TRAINING OBJECTIVES:

• Preparing for the certification according to IPMA standards in the field of financial aspects.
• Systematizing knowledge on the border of finances, controlling and Project Management,
• Inspiration to steer the project budget by way of the earned value analysis,
• Introduction to study profitability analysis,
• Engaging contestants in exercises considering methods of management

TRAINING PROGRAM:

Introduction

• A preface.
• Integration.

Finances in the enterprise, organisation

• The analysis of perceiving company targets by the participants.
• ROE versus long-term targets.
• Planning in the organisation.
• The function of finances in the enterprise.
• Project versus program.

Controlling, Project Controlling

• The main features of controlling.
• The examples of managerial accountancy.
• Project controlling.
• Variations and passing coupling, as well as feedback.

Managerial calculus

• Structural and proportional costs.
• Break-even point.
• Multi-degree calculus of income, costs and financial coverage.

Earned Value in a project

• Management of a project budget.
• The process of earned value analysis.
• Costs curves.
• The collection of exercises of various level of difficulty preparing for certification within the scope of EV.

Profitability analysis IRR, NPV

• The elements of financial mathematics.
• The examples of IRR use.
• NPV – the analysis of the type to buy or to rent, to buy or to manufacture.

Budgeting

• Responsibility centres. Mpk.
• Methods and traps of budgeting.
• In-house calculations within the organisation.
• Budgeting of a project managed organisation, according to the rules of controlling.

The end of training

• Training summary.
• Feedback session.
  

4. COMMUNICATION AND TEAMWORK IN  PROJECT MANAGEMENT

    period of time - 3 days

TRAINING OBJECTIVES:

• The participants are familiar with persuasion methods and use them in practice.
• They strengthen attitude to find agreement.
• They are able to make use of a team potential.
• It is easier for them to deal with conflict.

TRAINING PROGRAM:

Introduction

• Persuasion - convincing – argumentation. Systematization of definitions.
• Possibilities of increasing one’s own influence on relationships with a client (the project owner) and dealing with „bottle-necks” – using one’s strong points (domination or popularity).

Building-up an agreement

• How to build the support?
• How to interpret the interlocutor’s state indicators and how to converse?
• Contact building techniques – adjustment and leading.
• Voice modulation –how to use the right voice intonation to reach planned target.

The art of persuasion

• How to talk to clients/deliverers/ the Project owner in a more effective way?
• The language of positive, the language of advantages and ingratiation. The elements of exerting the influence techniques (so called “magic words”).
• Effective communication despite differences
• Why is so hard to communicate? Communication styles on the following dimensions analysis –relativity, domination- expression. The ability to adjust one’s communication style to the style preferred by the internal client

Communication on facing conflict

• Recollection of the chosen assertive techniques, as the useful communicative tools to deal with conflict.
• Identifying the businesses of people involved in conflict, on the grounds of their discussed issues.
• Appropriate expression of one’s feelings. Voicing one’s opinions and convictions.

Teamwork

• When aren’t meetings so called „time eaters”’?
• The rules of conducting effective meetings. When does a team work effectively on the whole and when as divided subgroups?
• The Art of moderation – a manager/a team member as a moderator. Differences in roles.
• The chosen teamwork technique (a moderated discussion, brainstorming or another one).

5. LEGAL ASPECTS OF THE PROJECT

period of time - one or two days

• Definitions and basic institutions oh the Civil Law.
• Various kinds of agreements and ways of concluding contracts.
• The contract subject.
• Duties of both parties.
• Legal regulations and documents connected with an agreement.
• Legal aspects of negotiating a contract.
• Realization time.
• Remuneration.
• Payment.
• Additional contracted reservations.
• Contract security.
• Subcontractor’s responsibility.
• The responsibility for the lack or inappropriate execution of the agreement.
• Breaching a contract.
• Contracted punitive damages.
• Warranty and guarantee.
• Price valorisation clause.
• Conflict settlement.

6. REVISION BEFORE CERTIFICATION

period of time - 2 days

The key element contains taking a trial test on a similar level to real certification exam. This part is run by the certification assessor – Michał Hałas. The test is discussed with the whole group, which make it possible for the participants to supplement less familiar areas and obtain the answers to all questions.

INFORMATION ON TRAINERS

THE AUTHOR AND THE CARER OF THE WHOLE PROJECT MANAGEMENT PROGRAM, AS WELL AS THE LEADING TRAINER:

MICHAŁ HAŁAS

The first President of Project Management Association Poland. The Member of Project Management Institute and International Project Management Association (he has been a delegated representative of Poland). The assessor of the International Project Management Award. The Assessor of IPMA certification program in Poland. Between 1994 and 1998 – a regular contract with Lucent Technologies. The manager of Project Management department since 1998. The author of project Management Methodology. He has run a few dozen trainings in the PM field. Numerous publicities popularizing  Project Management.

The graduate of Technical University of Gdańsk and Wolverhampton University Business School.

LEADING TRAINERS:

Modules entitled:

PROJECT MANAGEMENT METHODOLOGY

ADAM ŁAZARSKI 

The graduate in Technical University of Gdańsk, Management and Economics Department, specialized in the organization of production systems. Experience in the field of project management gained while working for IPS Poland, where he was working on the implementation of the integrated computing system of class ERP. H4 has taken part in many profiled trainings organized both in Poland and Sweden. He has accomplished implementation projects in various branches of the industry. He is also the author of the didactic program at the Technical University of Gdańsk within the scope of company management, as well as the subject of class ERP systems.

A trainer and a consultant of ODiTK in the field of finance in a project, project management methodology, project management computing support in MS Project, Primavera Project Planner P3. He is among trainers preparing for certification. He has trained among the others: Ericsson, Philips, Thompson, ERA , Rafineria Gdańska, Polpharma , Transsystem, Lucent Technologies, Grupa

Żywiec, Zakłady Taboru Kolejowego, Comercial Union, Mostostal Warszawa, Bertelsman, ZBU Majkowski, Kujawska Fabryka Manometrów, Pfleiderer AG (ZPW-Grajewo, ZPW-Prospan), VOLVO, BSH AG.

He constantly resides in Monachium and cooperates with GPM (Deutsche Gesellschaft für Projektmanagement). He is the assessor of project management award.

PRZEMYSŁAW LISEK

Between years 2003 and 2005 the Managing Director Campus Ltd. The author of the company restructuring program – organisational structure change and the implementation of selling units calculating system based on a multi-degree calculus of financial cover. He mastered in project management on working for ODITK between years 2000 and 2003. At that time he organised dozen or so congresses, conferences, topical seminaries in the field of project management, controlling, and logistics for the polish top management

He ran trainings within the scope of Project managemnt methodology for the employees of the following companies: Commercial Union, Essilor, GBPBP Projprzem, Ericsson, LU Polska, BSH, AMS, Lukas Bank, Bank Zachodni WBK, Browar Van Pur, Eltel Networks, EuroBank, General Motors Poland, Grupa Żywiec, Okfens, Polska Telefonia Cyfrowa, Polimex Mostostal S.A. , Polskie Sieci Elektroenergetyczne, Rafako, Stołeczne Przedsiębiorstwo Energetyki Cieplnej and Wyższa Szkoła Biznesu in Nowym Sączu.

In 1999 he graduated from the Economics faculty of the University of Gdańsk, specialization in logistics and in 2003 Post-graduate Project Management Studies, organized by Ośrodek Doradztwa i Treningu Kierowniczego together with Wyższa Szkoła Międzynarodowych Stosunków Gospodarczych i Politycznych. He has been the active member of the Project Management Association Poland and the International Project Management Association since 2001.

MICHAŁ HAŁACZKIEWICZ

Has been a consultant gfor many institutions and industrial enterprises (among the others a two year’s project for the manufacturers of aluminium and glass façade – RADOX, Przedsiębiorstwo Pioch , Browary w Sierpcu S.A., Megatech Ltd.).

Phd dissertation on Project Management at the University of Gdańsk. He has conducted lectures and workshops as a trainer for eight years. Also occupies the position of Vice Chairman of the Company Board of ODiTK.

Modules entitled.

RISK MANAGEMENT IN A PROJECT,  FINANCIAL ASPECTS OF THE PROJECT

JACEK JAMROŻ

Bussines practitioner, a trainer of Ośrodek Doradztwa i Treningu Kierowniczego. Before, a manager in building and industrial companies, Finance Director, A Board Member, particular achievements within the scope of financial sources creation and changes in the organization.

He graduated from the Management Faculty of the University of Gdańsk, deepened by further studies and trainings in the Field of company finance and controlling, among the others at the Main Trade School in Warsaw and at the Technical University of Gdańsk. Additional Professional passions: Project Management and a company image creation.

 COMMUNICATION AND TEAMWORK IN PROJECT MANAGEMENT/NEGOTIATIONS IN A PROJECT /TIME MANAEMENT

MAGDA SADOWSKA

Graduated from the University of Wrocław, the faculty of psychology.

A certificate of a Training for Trainers – management for development foundation (Holland) in cooperation with the Cooperation Fund. Cionductedher own serial tv program for Otv Wrocław, regarding psychological problems of management; the member of World Association for Case Method Research&Case Method Application, WACRA. Gained the title of the lecturer of the year for 1998/19999 in  WSAiB.

The lecturer in the  Psychology Management Faculty of the Organization and Management Institute at the Technical University of Wrocław (1990-1996), 1999 -2001 a trainer in PDC Cosensus

Wyższa Szkoła Administracji i Biznesu, Gdynia (since 1998).

The lecturer at post-graduate studies of Project Management

Since 2001 a constant and exclusive trainer of ODiTK.

Thematic fields of the fulfilled trainings:

Client’s service

Team management

Selling

Negotiations

Advisory programs: Assessment and Development Centre, Call Centre organization

Managing and team building in projects, negotiations in projects.

LEGAL ASPECTS OF A PROJECT

PIOTR GRZECHOWIAK,

A legal advisor of numerous institutions and enterprises, between years 2000 and 2003 Vice- Dean of the District Chamber of lLegal Advisors. He has conducted lectures and workshops as ODiTK trainer for 13 years, where he also occupies the position of the Chairman of the Board.            Between the years 2000 and 2002 he ran trainings as the consultant of  Ernst & Young. He is also a lecturer at post-graduate studies at the Technical University of Gdański and at the post-graduate studies of Project Management and in the College of the International Political and Trade Relationships in Gdynia..

Within the last two years he has led trainings in the above-mentioned field among the others for the following companies:

Korporacji Budowlanej Doraco, TU Allianz, Fabryki Wódek Gdańskich S.A., Scandia, Stoczni Północnej S.A., Viterry Energy Service, Ceramiki Budowlanej Wienerberger, Alimy Gerber, PZU Development, Altadis Polska, PZU Investment, POSTDATA, Inter Marine, CAP Gemini Ernst & Young, Stoczni Marynarki Wojennej, Hochtief, Polnord S.A.

Other projects:

PKS Gdynia, Aluship Technology, Weland Polska, National Oilwel Polska, Ekman Polska, Lloyd Register Polska, COMP Warszawa, IMCL Poland, Hestia Investment, Sprint PKS Wejherowo,  Nyborg AS Norway,  ICTSI Manilia (Filipiny), Kappa Sturovo (Słowacja), Kuusamet (Finlandia), Superpack Box, Inter Freight, Prime Logistics, Martin Bencher Poland

TRAINING VENUE:

The selection of a training place at client’s request, however we strongly recommend a venue away from the working environment of the selected participants. If anyway decided to run a training in the working place, the isolation from everyday business issues is necessary to improve a training effectiveness within a learning time.

Because of the interactive character of the course and a larger number of exercises, the conference room should be spacious, well lightened-up with a free space on walls to work on project schedules.

Classes take place from 9 am to 4.30 pm.

The character of the classes requires at least 10 people for a training group, but no more than 16 individuals.

In case of  any questions feel free to contact with:

Agnieszka Graszewicz

The Manager of Project Management Department

Email: agraszewicz@oditk.com.pl

Tel:  058/346 24 51