Training Programs For Project Managers

Most CEOs make million-dollar decisions using the same process they use to pick lunch. And that's exactly why 70% of strategic initiatives fail. Here's what I've noticed after watching hundreds of leaders in action: The average founder attacks problems like a firefighter. See problem → Rush to solution → Wonder why it keeps happening. But the best CEOs? They're more like detectives. They know that the first solution is rarely the right solution. The obvious answer is usually incomplete. And moving fast without thinking costs more time than thinking first. I learned this the hard way. Years ago, our sales were tanking. My gut said "hire more salespeople." Seemed obvious. More people = more sales, right? Wrong. When I finally slowed down to really examine the problem, I discovered our pricing was confusing customers. Our best prospects were ghosting us after demos. The fix? A simple pricing calculator on our website. Cost: $500 and one afternoon. Result: 40% increase in close rate. The expensive hiring spree I almost launched? Would've made things worse. Here's what separates strategic thinkers from reactive leaders: 1/ They question before they answer. What's really broken here? What are we not seeing? 2/ They zoom out before they zoom in. How does this connect to everything else? What's the real impact? 3/ They explore before they execute. What are ALL our options? What haven't we tried? 4/ They test before they invest. Can we try this small first? What would prove this works? 5/ They align before they advance. Is everyone clear on the why? Do we all see the same target? The ironic part? This "slower" approach is actually faster. Because you solve the right problem. Once. Instead of the wrong problem. Over and over. Strategic thinking isn't about being smarter. It's about having a better process. One that turns your biggest challenges into your biggest advantages. What expensive mistake could better thinking have helped you avoid? Want a PDF of my Strategic Thinking Wheel cheat sheet? Get it free: https://lnkd.in/du7gMRpg ♻️ Repost to help a leader in your network. 💡 Follow Eric Partaker for more strategy insights.

Business Analysts aren't just "note-takers." They are the difference between success... and project failure. I’ve lost count of how many times I hear this phrase: "We just need someone to 'gather the requirements'. But the BAs I know? They do more. It looks something like this: → Develops the requirement document → Conducts User Discovery → Stakeholder Analysis → Stakeholder management → Spot the edge case → Writes the user stories → Map As-Is Processes in BPMN → Map To-Be Processes. → Requirements Elicitation → Use Case diagram → User Story Writing → Data Flow Diagrams → Design Wireframes → Conducts Gap Analysis → Root Cause Analysis → Facilitates Workshop Facilitation → Conducts Agile Ceremonies → Grooms the Backlog → Writes Acceptance Criteria → Supports with Test Scenarios → Data Analysis → Cross-Functional Alignment → Change Impact Assessment → Risk & Dependency Mapping → Stakeholder Communications → Supporting UAT & Rollout → Functional & Non-Functional Requirements → Continuous Improvement & Feedback Loops → Handles back & forth between tech and business Most of the work isn’t glamorous. It’s not just sitting behind a computer creating pretty diagrams (there is some of that to be honest) Business Analysis is invisible until it goes wrong. When it’s done well, nobody notices. That’s the job. But here’s the secret: If you learn to thrive in this chaos, you become indispensable. Because the person who can cut through confusion and bring clarity? That person is gold. -- Are you a BA who relates? Or still think we just write user stories? ♻️ Repost to help someone understand what BAs really do. ➕ Follow Patrick Giwa for more.

DMAIC–KEY TOOLS AND FORMATS: 1. DEFINE Goal: Define the problem, project goals, and scope. Key Activities: Create a Project Charter Identify Voice of Customer (VOC) Define CTQs (Critical to Quality elements) Create SIPOC Diagram (Suppliers, Inputs, Process, Outputs, Customers) Tools & Formats: SIPOC diagram Project Charter Problem Statement Goal Statement VOC Analysis Stakeholder Analysis Example: Problem: Customers unhappy with 5-day delivery time Goal: Reduce delivery time to 3 days Scope: Only domestic shipping, not international 2. MEASURE Goal: Understand the current performance and gather baseline data. Key Activities: Identify key performance indicators (KPIs) Collect data on process performance Validate measurement system (MSA) Develop data collection plan Tools & Formats: Data Collection Plan Control Charts Process Flow Diagrams Measurement System Analysis (MSA) Histogram, Run Charts Example: Measured average delivery time = 5 days 20% orders delayed beyond promised date 3. ANALYZE Goal: Identify root causes of the problem using data analysis. Key Activities: Analyze collected data Identify patterns, variations, and causes Validate root causes Tools & Formats: Root Cause Analysis (5 Whys) Fishbone Diagram (Ishikawa) Pareto Chart (80/20 rule) Regression Analysis Cause and Effect Matrix Scatter Plot Example: Found issues: Poor inventory control Manual order entry Departmental miscommunication 4. IMPROVE Goal: Implement and test solutions to eliminate root causes. Key Activities: Brainstorm improvement ideas Conduct pilot tests Implement best solutions Assess risk (FMEA) Tools & Formats: Brainstorming Sessions FMEA (Failure Mode and Effects Analysis) Poka-Yoke (Error Proofing) DOE (Design of Experiments) Process Simulation Before & After Comparisons Example: Actions taken: Automated inventory system Integrated order tracking Real-time communication tools Result: Delivery time reduced to 3.5 days 5. CONTROL Goal: Sustain improvements and monitor long-term performance. Key Activities: Develop control plans Standardize improved processes Monitor KPIs Provide training and documentation Tools & Formats: Control Charts Control Plan Document Standard Operating Procedures (SOPs) Process Audit Checklists Visual Management Tools (dashboards) Example: Monthly delivery performance review Dashboard showing real-time shipment status Staff trained on new SOPs

Team dynamics are failing silently right now. 12 power phrases that change everything: You see the signs: Tense meetings Defensive responses Silent disagreement But surface-level solutions aren't fixing the root cause. Real connection happens in small moments of psychological safety. These phrases transform team dynamics instantly: 1) "I notice things feel tense, can we pause here?" ↳ Name the elephant. Everyone exhales. 2) "Here's what I'm not sure about" ↳ Model vulnerability. Watch others open up. 3) "What support do you need right now?" ↳ Ask this before giving advice. Creates trust instantly. 4) "That's an interesting perspective - tell me more" ↳ Replace defensive reactions with curious questions. 5) "I made a mistake, and here's what I learned" ↳ Share failures first, watch psychological safety soar. 6) "Let's explore what we missed together" ↳ Turn blame into collective learning. 7) "I appreciate you bringing this up" ↳ Reward courage. It multiplies. 8) "What would make this feel safer to discuss?" ↳ Create containers before hard conversations. 9) "I might be wrong about this" ↳ Three words that unlock honest dialogue. 10) "Let's take 5 minutes to reflect individually" ↳ Silent reflection beats reactive responses. 11) "What else should I be asking?" ↳ Make space for the unsaid. 12) "Help me understand the impact on you" ↳ Switch from defending to understanding. Your next team interaction is a choice. Make it one that builds psychological safety ✨ Which phrase will transform your team dynamics today? -- ♻️ Repost to help your network build stronger team connections without forcing trust 🐱🏍Follow Dr. Carolyn Frost for more strategies on creating high-performance environments where people thrive

"You (or your thinking) aren't strategic enough." Here are 7 actionable steps to help you address this TODAY: (Prioritize #6 - others can't read your mind) 1. Seek Specific Examples ↳How: Approach the feedback with curiosity rather than defensiveness. Ask your manager or key stakeholders for specific instances where you could have been more strategic. Frame these conversations around seeking advice rather than just feedback. Mentors can also help here. ↳Why: Helps you focus your efforts on the appropriate next step(s). 2. Understand the Business Strategy ↳How: Dive deep into your company's strategy. This can be done through reviewing formal strategy documents, participating actively in strategy meetings, or having one-on-one discussions with key leaders. ↳Why: A deep understanding of the overall strategy will provide context for your actions and decisions. It also signals to others that you are ingesting the necessary inputs. 3. Link Your Work to the Strategy ↳How: Explicitly connect your current projects and initiatives with the broader business strategy. When communicating about your work, balance the focus between immediate outcomes and future implications. ↳Why: This showcases your long-term thinking and impact, beyond what is being delivered in the near-term. 4. Scale your Work ↳How: Identify ways to expand the impact of your work, either horizontally across different areas of the business or vertically by adding more value to functions you already serve. ↳Why: Scaling your work demonstrates a strategic mindset that thinks beyond the immediate scope. 5. Propose New Opportunities ↳How: Put forward new ideas for the organization, regardless if they may be immediately pursued or not. ↳Why: This shows initiative and a strategic approach to business growth. 6. Expose Your Thought Process ↳How: When in meetings or preparing documents, go beyond presenting results. Articulate the thinking behind your decisions and actions. ↳Why: This helps showcase your strategic thinking to others. 7. Communicate at the Right Altitude ↳How: Tailor your communication to your audience, especially when dealing with senior leaders. Start with the main message ('the punchline') and the first level of detail. ↳Why: This approach ensures that your communication is concise, focused and effective in strategically aligning with the interests and concerns of your audience. PS: Strategic thinking requires mental space, create time for it in your schedule. ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Culture is everything 🙏🏾 When leaders accept or overlook poor behaviour, they implicitly endorse those actions, potentially eroding the organisation’s values and morale. To build a thriving culture, leaders must actively shape it by refusing to tolerate behaviour that contradicts their values and expectations.
 The best leaders: 
 1. Define and Communicate Core Values: * Articulate Expectations: Clearly define and communicate the organisation’s core values and behavioural expectations. Make these values central to every aspect of the organisation’s operations and culture. * Embed Values in Policies: Integrate these values into your policies, procedures, and performance metrics to ensure they are reflected in daily operations. 
 2. Model the Behaviour You Expect: * Lead by Example: Demonstrate the behaviour you want to see in others. Your actions should reflect the organisation’s values, from how you interact with employees to how you handle challenges. 3. Address Poor Behaviour Promptly: * Act Quickly: Confront and address inappropriate behaviour as soon as it occurs. Delays in addressing issues can lead to a culture of tolerance for misconduct. * Apply Consistent Consequences: Ensure that consequences for poor behaviour are fair, consistent, and aligned with organisational values. This reinforces that there are clear boundaries and expectations.
 4. Foster a Culture of Accountability: * Encourage Self-Regulation: Promote an environment where everyone is encouraged to hold themselves and others accountable for their actions. * Provide Support: Offer resources and support for employees to understand and align with organisational values, helping them navigate challenges and uphold standards.
 5. Seek and Act on Feedback: * Encourage Open Communication: Create channels for employees to provide feedback on behaviour and organisational culture without fear of reprisal. * Respond Constructively: Act on feedback to address and rectify issues. This shows that you value employee input and are committed to maintaining a positive culture.
 6. Celebrate Positive Behaviour: * Recognise and Reward: Acknowledge and reward employees who exemplify the organisation’s values. Celebrating positive behaviour reinforces the desired culture and motivates others to follow suit. * Share Success Stories: Highlight examples of how upholding values has led to positive outcomes, reinforcing the connection between behaviour and organisational success.
 7. Invest in Leadership Development: * Provide Training: Offer training and development opportunities for leaders at all levels to enhance their skills in managing behaviour and fostering a positive culture. 8. Promote Inclusivity and Respect: * Build a Diverse Environment: Create a culture that respects and values diversity. Inclusivity strengthens the organisational fabric and fosters a more collaborative and supportive work environment.

Cost Modelling is a core procurement technique Unbelievably, few companies train it So, if they’re not going to help you, I will! Here are 6 key elements to master: ➡️ 1.  Model Design Typically, a cost model has 4 parts: 1) Inputs – data and information that feeds the model 2) Outputs – valuable insights generated from the analysis 3) Algorithm – fancy word for excel calculations 4) Scenarios – variables run through the model to see the impact ❌ Many buyers start with the inputs and ‘boil the data’ ✅ Better to define valuable outputs you’re trying to deliver ➡️ 2.  Types of Model There are 3 key types: Cost Breakdown (a simple % breakdown of the price) ↳ use for basic split of what the main costs might be Should Cost (bottom-up analysis using actuals + estimates) ↳ brilliant to show what you SHOULD be paying Total Cost of Ownership (includes additional costs over item/service) ↳ use when there are major extra costs such as manual handling ❌ Many buyers just do crude cost breakdowns (too basic) ✅ Better to build ‘Should-Cost’ from bottom up ➡️ 3.  Gathering Data & Information The model is only as good as the data you feed it Example sources are: ↳ As a different person at the supplier ↳ Tap up industry experts ↳ Visit a trade show ❌ Many buyers complain they don’t have good data and info ✅ Get over yourself! You need to be curious   ➡️ 4.  Key Equations You need to know these equations inside out: Gross Profit = revenue - COGS COGS = raws + packs + conversion Operating Profit = gross profit – expenses* Net Profit = operating profit - depreciation - interest - tax (*expenses are central O/H, sales, marketing, prof. services etc) ❌ Many buyers talk generically about the types of profit ✅ Be clear whether you mean gross, operating or net ➡️ 5.  Value Levers Review each element of the cost structure differently: True Profit - Equitable amount for supplier ↳ Do quantity-based discounts, performance-based SLAs Hidden Profit - supplier skimming extra profit on materials ↳ Find it and call it out Semi True - supplier buying below agreed index ↳ Find it and call it out True Cost - fair costs of raws, packaging, conversion ↳ Challenge spec, waste reduction & efficiency gains ❌ Many buyers start by challenging the profit ✅ Better to focus on true costs (wins typically bigger) ➡️ 6.  Deployment of Model The model is only as good as how you use it: ↳ Internally with colleagues (NDP, Marketing, Technical…) ↳ Externally with suppliers ❌ Many buyers expect the supplier to reveal everything ✅ Better to go in gently, asking questions. Look for mutual value I deliver my clients massive value from cost modelling If you want the same, get in contact 👇 What’s your top tip for cost modelling? Frost Procurement Adventurer 🔔 Follow Simon Frost for more on Cost Modelling ♻️ Repost to help others deliver maximum value

Today we unveil our inaugural list of Skills on the Rise in program and project management. This is a data-backed ranking of the 10 fastest-growing skills that program and project management professionals should be investing in to get ahead in today’s world of work. Resource allocation takes the top spot on the list, emphasising how important it is for program and project management professionals to distribute resources effectively to ensure project success. AI literacy also ranks, highlighting the need for program and project management workers to understand and leverage AI tools to enhance decision-making and project outcomes. To compile the list, we looked at unique LinkedIn data for professionals in program and project management roles to measure different facets of skills growth – revealing the skills that professionals are adopting and that companies are hiring for. Check out the Skills on the Rise list in the UK and full methodology here: https://lnkd.in/SkillsontheRise25UK Which skills stand out to you on the list? And what other skills do you see rising in demand in program and project management right now? Tell us in the comments. #SkillsOnTheRise

When we're caught up in difficult interactions, our immediate reactions can often get the best of us. But with some practice, we can significantly improve our ability to respond more constructively - and improve our empathy while we’re at it. As we all know, two people can experience the exact same situation completely differently. And it’s often not what happens that matters most, but how each of us interprets it. And this is where the 3-perspective reframe comes in since it helps us: - Better understand and empathize with the other person. - Be better able to explain our experience of the situation. - Construct better arguments, solutions, or compromises. - And more. This 3-step exercise is simple: After your next challenging conversation, take 5-10 minutes to write down three different ways of looking at what happened. 1: Write your own experience down. 2: Write down what you imagine the other person’s experience might’ve been like. 3: Imagine what an objective third party might’ve experienced if they were watching it play out. You might be surprised at how differently things can appear when you consciously and with an open mind try to see them from new angles. And when you practice this regularly, this will start to happen more and more on its own, even often in-the-moment when tensions are rising. What used to trigger immediate emotional reactions can start to feel more manageable, and you’ll be better able to consider and understand different perspectives and respond more thoughtfully. This isn't just feel-good advice - it's backed by science. Our brains are incredibly adaptable, and the more we practice seeing different perspectives, the better we get at it. Do you do this, or anything similar to it? Please share your approach in the comments so others can learn and benefit from it! --- Want to learn more about conflict management? This link will give you free 24-hour access to my course "How to Resolve Conflicts" on LinkedIn: https://lnkd.in/gvpxD4zF

𝐑𝐞𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐏𝐫𝐨𝐣𝐞𝐜𝐭 𝐏𝐨𝐫𝐭𝐟𝐨𝐥𝐢𝐨𝐬 🔍 𝗜𝗻𝘀𝗶𝗴𝗵𝘁:  Companies often treat innovation projects like a portfolio, aiming for a blend that meets different strategic goals: ‣ Improving business processes 📊 ‣ Developing new products/services 🚀 ✋ 𝗕𝘂𝘁, 𝗵𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝗰𝗮𝘁𝗰𝗵:  Research indicates a trend of overly standardized portfolio objectives. This means: ‣ Companies tend to chase similar objectives. ‣ The focus is often on balancing incremental changes with introducing new tech. 💡 𝗪𝗵𝗮𝘁'𝘀 𝗯𝗲𝗶𝗻𝗴 𝗼𝘃𝗲𝗿𝗹𝗼𝗼𝗸𝗲𝗱: ‣ Executives weigh projects using standard metrics like net present value. ‣ Little emphasis is placed on aligning projects with company-specific strategic needs. ‣ There's an over-reliance on the idea that "diversification reduces risks." 🚫 𝗥𝗲𝘀𝘂𝗹𝘁:  Innovation projects often weakly align with a company's unique strategic objectives, and in some cases, may even counteract its strategy. 🌟 𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆:  Customizing innovation portfolios in line with a company's individual goals and strategy is essential. One-size-fits-all rarely works in the world of innovation! See below visual for a strategic innovation toolkit. 𝗥𝗲𝗮𝗱 𝗺𝗼𝗿𝗲 𝗵𝗲𝗿𝗲: https://lnkd.in/gz9rDyhs #rethinkinginnovation #innovationstrategy #businessinsights #innovationdiversity #businessgrowth #strategicinnovation #BeyondTheMetrics