Program managers interact with many different people at many different levels. The matrix nature of the role doesn’t lend itself to preordained leadership. The mantle of leadership is earned. Being able to have the vision to drive a program and team to a successful completion, the foresight and organization to head off problems that can jeopardize the program, taking accountability for all aspects of the program, and presenting the team in the best light or providing them opportunities to do it themselves are all examples of strong day to day leadership. It is critical to lead proactively by example and not lead passively. The project team and management want to see action and deeds not just words coming from a good report.

Course Outline

• Leadership
• Self-Assessment
• Leading Teams
• Building Leaders
• Conflict and Resolution

PMBOK® Guide Knowledge Areas Covered:

Project Communication Management

Project Human Resource Management

Interpersonal Skills – Appendix G 4th Edition

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