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Managing Project-Networks

Target Audience:	Internal audit and risk managers who are managing wide-spread change projects
Maximum Number:	12
Time commitment /cost:	1 day / £375 (discounts for multiple bookings)
Course documentation:	Binder with narrative text, slides, examples, case studies and exercises

Internal auditors manage small scale projects all the time: they're called audits. Both internal audit and risk professionals are also called on to manage change projects that affect their clients as well as their own teams: for example, embedding risk management, changing their audit approach, introducing an automated risk register, etc.

Think of a project as a fluid network extending through every part of your organisation. Whoever it touches will have the power to help you achieve your goals or hinder you. This course is about finding the gatekeepers and influencers in your organisations and improving your chances of delivering benefits, on time, on budget and as specified. It is not a course in project management techniques or software: it will show you how the essentials of project documentation can be your ally. Using reflective learning techniques the course harnesses the expertise of professional project managers and will help you to make things happen.

Objectives
By the end of the day delegates should be able to:

Analyse the actors in a project, assess and form alliances, use legitimate power
Manipulate structures, relationships and language
Prepare project documentation that strengthens their hand
Handle crises, breakdowns and insurrection
Feel more confident that they can deliver a successful project

Outline of the Day

Introduction and objectives Introducing the course leaders and the participants. Setting objectives and expectations	Getting it in writing The essential project documentation Using language to influence Practical exercise: Case Study
The basics of project-networks Actors, networks and projects Problematisation, interessement, enrolment and mobilisation Practical exercise: Case Study	Maintaining the Project Monitoring progress Performing and re-performing Handling dissent and betrayal Practical exercise: Case Study
Top project management behaviours The seven key competences of experts The diagnostic expertise of project management Basic skills Practical exercises Power skills: building alliances, recruiting support, establishing legitimacy Practical exercise: Case Study	Continuing Reflective Learning Create your own case studies Use a simple model to cultivate a habit of reflection Draft an action oriented plan to use your skills and grow your confidence over the next six months.

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