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Course Outline



Setting the stage – Getting the terminology in perspective

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  • Project Director vs. Project Manager – the history, development, and differences
  • So what is Project Direction and what is a Project Director today?
  • Differences between terms ‘Project Director’, ‘Client’s Representative’ and ‘Project Development Manager’

The Project Director and critical project success factors

  • Understanding client/customer vs. stakeholder objectives, and managing expectations for effective project direction
  • Why and how effective Project Directors work in a partnering style to help the client become firm in their idea of project requirements
  • Preventing delivery stage change by spending planning phase time clearly defining client requirements
  • Outside the Triple Constraint – the real area for outstanding Project Direction skills - risk management, communications management

Why an effective project director MUST BE a 'commercial animal'

  • The Project Director’s role in project selection and interpreting analysis
  • Overview of BCR, NPV, IRR, feasibility principles and sensitivity analysis
  • The Project Director’s role in consultant and other team member appointments
  • Reviewing the process for ‘forming and developing effective teams’ from a Project Director’s rather than a Project Manager’s perspective
  • How to become an effective link pin between the project team, senior management and the client – the art and science of effective structuring of major and complex projects

Specific Project Director’s skills for the planning & delivery phases of complex projects

  • Why great project management is based on great risk management
  • PERT and Monte Carlo analysis – essential elements and how to interpret the results
  • How an effective Project Director directs – people management on complex projects
  • Corporate and project politics – an investigation into their cause and growth, their impacts, and how to rise above them
  • Why and how effective Project Directors make project change/variation decisions based on feasibility information rather than budget and schedule information only

Benchmarking lessons for Project Directors

  • Understanding project value from more than one perspective
  • The concept of ‘rate of capitalisation’ (or ‘yield’) and its impact on end value
  • The importance of congruence of contractual documents and other related agreements
  • The four levels of connection and communication between project participants
  • Using the four levels for maximum project control

The Project Director as project trouble-shooter

  • What to do if it all ‘turns to mush’
  • The need for different styles at different times
  • Case studies of projects that went wrong and how they were ‘rescued’

The Project Director as project psychologist/leader

  • Vision, motivation and sense of purpose
  • The Situational Leadership Model (Blanchard et al.) and its relevance and application to the projects environment
  • Jungian concepts as applied to projects for more effective outcomes
  • Conflict and its resolution in the major/complex projects context
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