Even though I truly enjoy bespoke workshop design and delivery, some of my programs have proven to fit the needs of many organizations. I’ve perfected each of them over years based on feedback from participants, my growing experience, latest international standards, and recent trends in strategic, project and change management.

Each of these project and change management training workshops can be delivered onsite or online. I’ve carefully designed every part of them for both forms of delivery, so regardless if we meet face-to-face or via your preferred videoconferencing platform, each workshop will be equally interactive, engaging and inspiring.

My goal is to make sure that you know how to apply every single bit of knowledge to your own reality. That’s why we always work on real-life cases brought by participants. This way you can immediately check how to use every technique in practice and I can address your actual challenges. No questions are left unanswered.

Typically we work in sub-groups on 3-4 cases at the time, but most of the workshops below can focus only on one specific project, change or organization. Effectively it turns it into a great opportunity for your team and sponsors to work together and use it as part of the kick-off of your project, program, transformation or even strategy.

This training has always been my bestseller as a highly practical introduction to modern project management, showing how to blend traditional methods with agility. As in modern projects, the main focus is on value delivery and sustainment instead of simple scope delivery. The program covers entire project initiation and early planning phase with a lot of attention to stakeholders engagement. Workshop exercises are always based on real-life cases brought by participants.

Target audience: Junior project managers, PMO staff
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

It’s a great follow-up of the Project Management Foundations workshop as the program covers key estimation and planning techniques used in predictive and agile projects. Participants learn on real-life examples how to choose the right planning approach, organize efficient planning processes and apply each technique in practice. The workshop program also includes various techniques of project monitoring and control that can help to keep the project on track during execution.

Target audience: Junior project managers, PMO staff
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

Participants of this workshop often say that it has changed their attitude towards risk management. Being extremely hands-on, this workshop shows how to effectively work with opportunities and threats while avoiding unnecessary beaurocracy. As one of the core team members behind the PMI Global Standard For Risk Management in Portfolios, Programs and Projects, I made sure that all the tools and techniques presented during the workshop are based on the latest proven practices.

Target audience: Project and program managers, PMO staff, key team members
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

It’s a unique program tailored for executive management and project sponsors. It started as a part of Executive MBA program but quickly became one of the “must have” workshops for many of my customers. It shows key concepts of portfolio, program and project management from the perspective of executives and investors. Therefore, the program focuses on effective ways of strategy execution, development of organizational capabilities, balancing projects with operations and organizational learning. A lot of attention is also given to methods of effective and reliable governance.

Target audience: Top executives, sponsors
Learning method: interactive workshop
Duration onsite: 1-2 days
Duration online: 2-4 half-days
Max. group size: 16

As a change and transformation practitioner I know how important it is to deal with human factors related with change adoption. This workshop covers key models that guide me and my customers throughout real-life changes and provide foundational knowledge necessary to understand human behavior. The program focuses on proactive approach to change management, ensuring that a lot of resistance is avoided thanks to good communication and right engagement of stakeholders. We are also using latest findings in the field of psychology to better understand our stakeholders and their actions.

Target audience: Project and program managers, sponsors, PMO staff
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

As a Certified Information Systems Auditor, one of the most experienced Team Lead Assessors in IPMA Global Project Excellence Award and co-author of several international standards, I have a unique experience in planning and executing audits and assessments. I’ve developed this workshop for my clients who need to build effective governance mechanisms at corporate level. The course focuses on designing audit and assessment programs using modern standards such as IPMA Project Excellence Baseline. It also includes good practices in presenting findings in a way that leads to actual improvements.

Target audience: PMO staff, auditors, senior project managers
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

Highly practical introduction to program management, always based on real-life cases brought in by participants. This workshop focuses on designing programs to maximize benefit realization. We are also covering the topic of complexity and practical ways to reduce it. A lot of attention is given to building effective program management teams and value adding governance structures. We are also learning how to develop culture that leads to reliable delivery based on strong collaboration and synergies among projects. With such a multidisciplinary approach, no wonder it’s been my bestseller for years.

Target audience: Program managers, senior project managers, sponsors, PMO staff
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

This workshop started as an MBA course designed for future executives, but several students asked me to deliver it in their organizations as part of their actual strategic planning efforts. We focus on unlocking strategic potential of organizations by looking at them from two perspectives: strategic focus and organizational culture. The first perspective covers methods of sustainable strategic development, including effective realization of strategy. Second perspective revolves around organizational identity, pragmatic values essential for thriving in a given industry and impact of beliefs on strategic changes. We use it all to find ways to constructively engage key stakeholders.

Target audience: Top executives, line managers, senior project managers, program managers, PMO staff
Learning method: interactive workshop
Duration onsite: 2 days
Duration online: 4 half-days
Max. group size: 16

You’ve just seen my most popular training workshops, but maybe your needs are different? I love designing new workshops and I’m sure we will find a way to create educational content that is right for you!

or simply…

Changing large enterprises is not an easy thing, especially when you touch the foundations of their management culture. Those being highly regulated are even more challenging to move forward, as there is always some legal excuse that cements the status-quo. But, it has been done successfully in several large organizations and that success can be repeated. This presentation is a practitioner’s retrospective on things that worked well and those that didn’t when corporations were trying to go agile. It also summarizes steps that are necessary to take in order to make the agility stay and even evolve further. The entire content is presented from strategic perspective that goes well beyond single departments such as IT. It’s because you can’t turn the elephant agile by making only one leg flexible…

Project management has evolved kind of alongside product management. Many companies have even set up independent silo organizations for each of these areas. And yet, in product companies, the product management cycle is naturally connected with programs and projects. That is why many organizations today combine these areas and manage them in an integrated way. We have also noticed this at PMI by establishing close cooperation with PDMA (Product Development and Management Association). In this speech, I will share the conclusions resulting from over a year of work of an international team of experts from both organizations, of which I had the pleasure to be a member. Several organizations took this route already and today they look at product related projects in a completely different way.

The dynamics of changes in today’s businesses combined with complexity of IT systems behind them lead to significant challenges in projects. To overcome them, project teams must learn new ways of working together in an agile environment and building shared understanding of business and technology. This presentation is based on actual cases from mid-size and large business projects where IT played a significant role. By analysing success factors and reasons for failures in those cases, it demonstrates a set of working approaches to bridge the gaps between business sponsors, key users, IT staff, IT suppliers and project management teams.

Large programs don’t operate in vacuum. All of them become significant part of the performing organization’s day-to-day business. Programs always impact the organization’s power structures and processes, engage substantial part of their talent and consume vast amounts of resources. This can lead to numerous conflicts and significantly decrease the performance, not only of the program itself, but also of the performing organization. Many organizations are not prepared to handle such a great “irregularity”. Therefore, organizational readiness is one of the key factors to consider when starting large initiatives. This presentation will show you a practical approach to diagnose the situation in your organization and take the necessary steps to ensure proper environment for the upcoming and existing programs.

While most organizations focus on project managers, a key role of sponsors tends to be neglected or overlooked. They are often unknown, absent or present in a way that doesn’t really help the project. And it is this person who should be eagerly waiting for the effect of the project as for a Christmas present. It should be their success. Fortunately, there are many sponsors who know why they implement the project, passionately support the project manager in its implementation and willingly use the effects of the team’s work. This presentation will be about them.

This interactive webinar will take participants through the key pillars of innovation culture and will Introduce them to several tools that can stimulate innovation in everyday activities. We start by understanding what do we call innovation and why it’s not just about brainstorming great ideas. As culture usually eats the innovation for breakfast, the webinar is full of stories on how real-life organizations successfully foster the culture of innovation and develop mechanisms to make innovation happen. We also discuss techniques that help to bring innovation to individual projects, driving continuous development. Finally, we look at how agility comes to the picture.

Top performing organizations have learned a long time ago that a full alignment of business as usual with PP&P activities is a must. It’s simply the only way to ensure that full potential of the organization is used not only to respond to market changes, but actually to lead them. There is no place for resource wars, functional kingdoms and freedom to run any part of the business at the expense of another. All the elements of the machine must work tightly together. And that’s what we call an alignment. This is why PMI has even changed the way its standards are written to emphasize the need for an integrated management of operations, portfolios and programs.

While agile approach has proven to be extremely successful for some organizations, many have managed to implement a caricature of it and later claim that agility is nonsense. It has led to numerous myths and misunderstandings about agility as such, not to mention claims about business loses caused by going agile. This provocative presentation shows how agility might be misunderstood and how organizations often take it completely wrong. It’s all about using the right concepts in an absurd way. At the same time, you will receive several practical hints on doing it right. All tested on humans and organizations. It will make you laugh and cry at the same time as all examples will be real life case studies from real organizations. Maybe even yours…

Large organizations are full of opportunities. No wonder that many IT companies would love to do business with them. They just need to realize that dealing with large business elephants is quite different than typical ‘business as usual’ among small and medium organizations. If that’s also where your projects are going, come and listen about essential survival tips that might save your project and maybe even open the door to the world of opportunities…

Does our brain make us act rationally? Does it always suggest solutions that will satisfy us when we successfully implement them? Does making a decision always involve thinking? And what if we have a lot of traps in our head, which sometimes make life easier, but often make us wonder at our decisions later? As conscious project leaders, we should understand ourselves and the mechanisms that often prevent us and our team members from making good decisions. The discoveries of modern behavioral psychology come to our aid, some of them even awarded with the Nobel Prize.

They say empathy is important. They say it helps to understand. They say it makes your project better. But… is it really that way? Come and see the dark side of it and decide for yourself which side you’ll take! You will see how your empathy can work against you during negotiations, tough decisions (especially when things already went bad) or situations when someone wants to simply manipulate you.