Quality development project management - free course from the Russian School of Management, training 250 hours, date: September 9, 2022.

MBA teacher at Russian School of Management. Developer of digital transformation programs, designer of complex social systems. Organizational designer, systems engineer.

Improving the quality of management
• Introduction to management. Roles and tools of a top manager.

Project management – ​​from charter to reports
• Introduction to project management.
• Project, program, portfolio.
• Project participants.
• Project management processes.
• Project initiation.
• Project planning.
• Project risk management.
• Project execution control.
• Completion of the project.
• Planning of project management processes.

Processes under control
• Concept of business process management. Maturity of processes and process management.
• Process and functional approaches.
• Strategic process management. Concept Process.
• The process and its environment.
• Classification of processes. Process control technology.
• Description and optimization of processes.
• Notations and modeling tools.
• BP description technology.
• Top-down process modeling.
• Modeling of other subject areas.
• Reengineering and process improvement.
• Regulation and controlling of processes.
• Regulation of processes. Controlling and KPI of business processes.
• Connection between processes and personnel motivation systems.
• Continuous process improvement.
• Organization of process management.
• Process control system. Process office.
• Modeling conventions.
• A set of works to improve processes.

Process design and diagnostics
• Reasons for the emergence of the process approach.
• Good process approach practices.
• Key process output characteristics. Identification measurement and analysis.
• Sources of risks inherent in the process and its key operations.
• Reasons for failure of key process operations.
• Management of key operations.
• Risk-based approach for the Marketing process and for the Purchasing process. Examples.

Practice of implementing the process approach and international standards. Process audit
• Documentation of process information.
• Sequence of implementation of QMS processes according to the requirements of ISO 9001:2015.
• Internal audit of the effectiveness of processes and management systems. What is an audit?
• What is a management system.
• Understanding of ISO 9001 text. Relationship between objective evidence and ISO 9001 requirements.
• What should be checked during the process and how? ISO 19011:2021. Guidelines for auditing management systems.
• Audit program.
• Conducting an audit.
• Competence of auditors. Psychological aspects of audit.

Strategy. Business transformation. Balanced Scorecard
• Assessing the current strategic position, identifying possible options for business transformation.
• Analysis of industry development trends and the region where the company operates.
• Assessing the current strategic position and key risks.
• Identification of areas of strategic problems.
• Assessing the effectiveness of the organization of key business processes.
• Analysis of options for strategic development of the company.
• Assessment of development opportunities in terms of available resources and operating technologies.
• Development of strategic options for business transformation.
• Business optimization in conditions of stabilization of the market situation.
• Business contraction due to a sharp deterioration in the market situation.
• Active development in promising segments.
• Business reengineering with a radical change in strategy.
• Assessing the need and possibilities for using innovative solutions.
• Structuring and formalization of the company's strategic goals in the logic of the balanced scorecard.
• Analysis of available resources and key performance indicators.
• Transformation of strategic goals to the level of processes and projects.
• Interpretation of strategic goals at the level of financial prospects.
• Identification of cause-and-effect relationships between performance indicators.

Business model. Strategic, tactical and operational management of business processes
• The company's business model in the representation of a set of business processes.
• Definition of a complete set of business processes of the organization and their detailing into components.
• Identification of factors of non-optimality and inconsistency of business processes.
• Designing target performance indicators for each component (process).
• Transformation of goals and to the process level.
• Application of the matrix of distribution of powers and responsibilities in the business process management system.
• Synthesis of target (innovative) business models and business processes taking into account: development strategy, performance targets, available resources and operational technologies.
• Implementation of targeted (innovative) business models and business processes.
• Forecasting and planning (tactical, operational).
• Synchronization of business processes through the development of a system of tactical and operational planning.
• Design and implementation of an interconnected planning system: in volumetric (quantitative), nomenclature, financial parameters.
• Identification of problem areas in the system of tactical and operational planning of one’s own organization.
• Designing an organization model in the form of “technological stages”.
• Transformation of strategic level plans to the tactical level.
• Synchronization of tactical and operational level plans.
• Introduction of a system of interconnected forecasting and planning.
• Strategic Development Service. Company development platform. Functions and resources of the development director.
• Development and implementation of company strategy.
• Unified system of strategic management of the company.
• Strategic session. Stages and format of the strategic session. Planning a strategic session (case studies). Preparatory and organizational work. Information Support. Conducting a strategic session. Materials of the strategic session. Session results.

Processing session results.
• Strategy formulation. Development of strategic decisions. Hierarchy of company strategies.

Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.

Project team management
• Project team: composition, structure, characteristics.
• Defining the roles of project team members (according to M. Belbin).
• Tasks of forming a project team.
• Project manager competency model using the “PMI talent triangle” (key skill groups).
• Determining the types of motivation of project team members.
• Tools and methods for project team management.
• Development of interpersonal relationships in the team, effective decision making.
• Features of a remote team.
• Specifics of the role of a manager managing employees remotely.
• Main tasks and difficulties of remote management.
• Main channels of remote communications.
• Overcoming information distortions in remote communication.
• How to establish constructive communication remotely.

Intensive development of the company. Innovation and Start-up
• Areas of innovative development. Innovation strategy, new products and services, breakthrough business models, technological innovation.
• Innovation Factory. Creating an intensive process for generating and implementing new ideas. How to move from one-time ideas to a full-fledged system.
• Portfolio management of innovative projects. How not to slip into bureaucracy, but to ensure the reliability and transparency of innovative projects.
• Startup. How to launch a real startup in an existing company, because this is not just a project or creating a business.
• Risks. The desire for risk is the basis of real breakthroughs. Risks carry the threat of losses, but open up serious opportunities for growth and development.

Systems thinking and idea generation in turbulent conditions
• System and systems thinking. Areas of use.
• Types of systems, laws and principles in the system.
• Elements and relationships in the system. Properties of the system and its parts.
• Information in systems. Feedback.
• Reinforcing and balancing feedback in systems.
• Cause and effect: error and truth.
• Construction of system models.
• Systems thinking tools.
• Creative and Logical thinking.
• 5 stages of the creative process. Warm up. Generating ideas (Brainstorming Tool). "Ripening" of ideas. Evaluation and selection of ideas. Final analysis.
• How to “pump up” your mind.

Planning, control and feedback
• Planning. Components and stages of the planning process. Planning techniques (tools): “Schedule”. "Gantt Chart" or "Strip Chart". 4 questions of the “Work assignment”. "Situational (scenario) planning." Assessing and planning the required resources. Visualization of plans and distribution of work in groups. Problems and limitations in planning.
• Control. Monitoring and control are the main tools for achieving goals. The influence of the human factor. Benefits of management control. Control tools: “Management Control Circuit”, “5 Key Control Issues”. Sources for establishing norms. Methods of control. Corrective action options. Visualization of results.
• Feedback (Feedback). Goals of Feedback. Characteristics of a quality OS. Positive and negative feedback (how to praise or reprimand subordinates).

Leader and team: effective interaction
• Difference between a manager and a leader.
• Definition of managerial scale.
• Estimation of authority.
• Manager's competencies.
• Leadership competencies.
• Working with a team.
• Motivation.

Organization of preparation and holding of meetings
• Why do some meetings fail?
• Daily 5-minute and weekly meetings.
• Monthly strategy session and quarterly reviews.
• Types and purposes of meetings.

Problem Solving Process (PSP)
• Problem Solving Process and PDCA Cycle. Introduction and examples.
• Good practices (international standards and guidelines) and types of problem solving process. Implementation problems.

Professional development of managers and prevention of burnout
• Personal development tracking. A strategy for achieving the optimal level of development of intellectual, emotional, volitional and communicative “acme”, self-preservation of health and vital energy.
• “Career traps”: factors, conditions and risks of professional burnout, typical professional deformations, psychological characteristics of “bad” and “good” management.
• “Eco-barrier”: preventive measures to prevent professional deformations, intellectual, emotional, and psychological burnout.
• “Personal strategy”: developing your own strategy for professional longevity, forming a motivational basis for self-improvement.
• “Control point”: self-diagnosis of internal resources, ways to develop stress resistance, methods of self-regulation and self-programming.
• “Energy potential”: ways of losing vital energy, an effective algorithm for self-saving, maintaining optimal tone of vitality, energy and health.
• “Resource state”: “courage”, high tone in everyday activities, how to create and maintain it.