Training, struc­tured in four modules. All modules can also be booked individually.

Fast-moving times, uncer­tainty, and ever-increasing com­plexity coupled with high cus­tomer expec­ta­tions: these are some of the char­ac­ter­istics modern com­panies are con­fronted with and where they are required to offer new solutions.

Agile man­agement wants to provide a suitable answer to these chal­lenges and is already suc­cess­fully applied in the areas of lead­ership, col­lab­o­ration, inno­vation, work orga­ni­zation and project management.

But what is agile working and how do the methods differ from con­ven­tional approaches?

Your benefit: you …

• receive a proven toolbox for the suc­cessful man­agement of inno­va­tions and projects
• receive con­cen­trated impulses about dif­ferent agile approaches, his approach, and instruments
• discuss new strategic approaches and their effec­tiveness for projects
• develop prac­tical steps for their own everyday project work,
• receive an alter­native way of thinking and approach to man­aging com­plexity cre­atively and successfully
• exchange expe­ri­ences to determine their own position and the chal­lenges of the future

Module 1 Orientation/Basic Course Agility (1 day)

• History of the origins of agile working
• Prin­ciples and mindset of agile working
• Pre­req­ui­sites and framework con­di­tions for agile working
• Advan­tages and limits of agile working
• Clas­sical and agile leading

A brief overview of the con­cepts Kanban, Canvan, Scrum, Design Thinking

Module 2 Agile project management:

Scrum: (2 days)

• Approach and concept of the method
• def­i­n­ition of the cycles
• Sprint as a content push
• Daily Scrum as a common concept
• Roles, tasks, and func­tions of the Scrum actors
• Gate as a mile­stone, ret­ro­spec­tives as a look back and reviews as status checks
• Prac­tical appli­cation of Scrum through ‘business game

Inno­vation Devel­opment: Design Thinking (2 days)

• Develop products and ser­vices people-centered
• The six stages of the Design Thinking Process
• From problem to the solution concept
• Dis­cover new things through a change of perspective
• Methods and tools for sys­tematic idea development
• Select and evaluate the ideas developed
• Testing simple pro­to­types with customers
• Present ideas con­vinc­ingly to decision-makers

Agile Resource Focusing (Effec­tu­ation): A Toolbox for the Practice (1 day)

• What is Effectuation
• History and origin
• State of research and fields of application
• Prin­ciples of the approach
• Thinking and approach of Effec­tu­ation vs. con­ven­tional project management
• Dealing with uncer­tainty and inse­curity — cause/effect thinking vs. sys­temic thinking
• Prin­ciples of Effec­tu­ation and Rel­e­vance for Innovation
• Pre­sen­tation of tools for practice Iden­ti­fi­cation, strength­ening and further devel­opment of own resources

You are increas­ingly involved in projects and want an overview of project-ori­ented work. What is your task, role, and what can be expected of you? How can you suc­cess­fully par­tic­ipate and how can you avoid pit­falls. You are increas­ingly involved in projects and want an overview of project-ori­ented work. What is your task, role, and what can be expected of you? How can you coöperate suc­cess­fully and how can you avoid pit­falls. Project-ori­ented work is becoming more and more important in everyday work. This form of work is not only suitable for ‘big’ tasks but also enables you to proceed effec­tively with smaller change projects. Project-ori­ented work is often in addition to routine tasks and chal­lenges you in your dif­ferent com­pe­tences to work with dif­ferent people and groups on common topics.

Topics:

• Def­i­n­ition of project-ori­ented work
• Basics, advan­tages, and risks of project-ori­ented work
• Overview of dif­ferent project orga­ni­za­tions with their effects on your participation
• Goals, roles, and tasks in PA
• Activ­ities and expectations
• Work phases in the project
• Com­mu­ni­cation in the project team
• Network and rela­tionship man­agement in the project environment
• Rules of the game for a suc­cessful team

Module 1: Methods and tech­niques (2 days)

The par­tic­i­pants should get to know and apply the methods, tech­niques, and tools of PM for their routine tasks and for new chal­lenges in their daily work. It is suitable for par­tic­i­pants who want to implement their daily business or projects in a struc­tured and effi­cient way.

Topics:

• How do I clarify a new task/order?
• Dealing with scarce resources
• How do I explore the project envi­ronment (stake­holder analysis)?
• How do I plan and structure my project or everyday task? (Project planning according to project phases)
• How can I implement tasks and projects effi­ciently? PM methods and tech­niques: work breakdown structure plan, mile­stone plan, activity plan, cost, and per­sonnel planning
• How can I manage and control projects?
• How can I com­plete a project/task in a mean­ingful way? (com­pletion and doc­u­men­tation of a project)

Module 2: Goal-ori­ented and effi­cient coöper­ation in the project team (2 days)

Many projects fail not because of the inad­e­quate appli­cation of PM methods, but because of the inad­e­quacy of col­lab­o­ration, com­mu­ni­cation, and soft skills. In this course, exactly these critical ‘soft’ factors are the topic.

• How can I involve col­leagues in a task in an appre­ciative manner?
• How can I create com­mitment and reli­a­bility in the team?
• What lead­ership styles are there and when should they be used?
• How do I deal with dif­ferent per­son­ality types?
• How can I build up moti­vation and maintain it in the team?
• How do I plan and conduct a meet­ing/kick-off efficiently?
• How do I deal with dif­ficult sit­u­a­tions (e.g. task/project delays)?

Prac­tical Guide is a man­ageable short guide of projects (approx. 15 pages) sup­ported by templates/templates that support the project man­agement. A project man­agement practice guide, therefore, pro­vides project man­agement actors (in par­ticular the project leader, the — team and the client) with an ori­en­tation about the approach, the process flow, the dif­ferent roles and tasks as well as the indi­vidual steps in the project pro­cessing. In addition to the PM training courses, a PM Practice Guide sup­ports effective coöper­ation between the actors, struc­tures the project work and thus saves costs.

The aim of the Project Man­agement Practice Guide is to …

• introduce guidance/recommendations on project man­agement pro­ce­dures for all departments
• increase the tech­nical and eco­nomic man­agement of projects and thus also to min­imize risks
• ensure clear and trans­parent com­mu­ni­cation and doc­u­men­tation throughout the course of the project
• make coöper­ation on complex projects more effective
• increase the solution com­pe­tence and result orientation
• com­mu­nicate indi­vidual steps of project man­agement in a simple, clear and concise manner
• be able to use the PM tem­plates (tem­plates) for your own project processing

Do you want to maintain an overview of a large number of projects and manage them strate­gi­cally and pro-actively? Do you want to establish a service point for your project man­agers and employees because you want to implement your strategic goals through project work? We can support you in these ques­tions when setting up a PMO.

In project man­agement work­shops, we offer you the oppor­tunity to work in small groups under methodical guidance on your ques­tions, chal­lenges and problems in such a way that you receive sug­ges­tions, solu­tions or a dif­ferent per­spective on the solution indi­vid­ually tai­lored to your par­ticular sit­u­ation. Here topics can be worked on such as …

• How do I conduct a critical dis­cussion with a project member?
• How do I organize a kick-off?
• How can I suc­cess­fully position my project with other stakeholders?
• How can I make a project pre­sen­tation interesting?

You have been entrusted with the task of man­aging employees for some time now. You would like to reflect on your own lead­ership behaviour, are open to new impulses and would like to benefit from the expe­ri­ences with other managers.

Topics:

• Lead­ership spectrum as a nav­i­gation instrument
• Per­son­ality styles — lead­ership styles-own position as a manager
• Feedback culture for per­for­mance improvement
• Leading suc­cess­fully with goals
• Motivate yourself and your employees
• Finding solu­tions through the instrument of col­legial consultation
• Dealing with dif­ficult situations

Taking on man­agement tasks con­fronts prospective man­agers with a sit­u­ation that differs sig­nif­i­cantly from their pre­vious tasks. The change of tasks is asso­ciated with a change of role, which rep­re­sents a par­ticular challenge.

• The dif­ference. From col­league to supervisor
• The first 100 days; that’s what counts.
• What to look for; what to avoid
• Defining and imple­menting the role of a leader
• ‘Standing’ in the new role and position
• Asserting oneself and valuing employees
• Instruction and delegation
• Employee/conflict dis­cus­sions

In this course, we develop together struc­tures for effective agile lead­ership. You will get to know important mech­a­nisms that will enable you as an agile leader to deal more flexibly with your employees, cus­tomers, external partners, and other strategic stake­holders in the future.

Topics:

• What is agile work and why do you need it?
• Faster, more uncertain, more complex: When agility is useful.
• Prin­ciples and mindset of agile working
• How employees have been ‘led’ so far (clas­sical lead­ership) versus what employees can expect in terms of lead­ership in the future
• Future require­ments and tasks for employees
• What is expected of employees in the future

In times of high com­plexity, you rec­ognize new ways for yourself and how to deal with expec­ta­tions. You learn to (re)discover your own resources for yourself and use this knowledge to con­tinue your pro­fes­sional path. In doing so, you will be given methods that you can use for your own path.

Topics:

• Indi­vidual position-fixing
• Indi­vidual resource strengthening
• self-reflection, self-image/image of others
• Dis­cover sources of strength
• Indi­vidual devel­opment goals
• Resilience Enhancement
• Steps into the future

Do you some­times simply wish you had more time and calmness to be able to do every­thing you set out to do? Then you should be con­cerned with effective time and self man­agement. It is one of the key qual­i­fi­ca­tions that can make your everyday life easier.

Topics:

• Require­ments and basics for effective time management 
• Time man­agement and my personality
• Design of com­mu­ni­cation and coöperation
• The art of pri­or­i­ti­zation and delegation
• Tech­niques of per­sonal self-management
• Orga­ni­zation of the workplace

The par­tic­i­pants will learn about the emer­gence, clas­si­fi­cation, de-esca­lation and res­o­lution of con­flicts. In addition, they will learn about the basic con­di­tions of an appre­ciative working climate and factors for increasing motivation.

Topics:

• How do con­flicts arise
• What types of con­flict are there?
• How can con­flicts be de-escalated?
• What sig­nif­i­cance and chance do con­flicts have?
• How do I get from con­flict to solution?
• How does appre­ci­ation become con­crete in everyday life?
• How does an appre­ciative man­agement style man­ifest itself?
• How can I create a con­structive working atmosphere?
• How do I com­mu­nicate appre­cia­tively and constructively?
• How do I give moti­vating feedback?
• How do I motivate employees?

• Drive dig­i­ti­zation processes forward
• Optimize work­flows among each other
• Improve com­mu­ni­cation and collaboration
• Develop a new strategic approach