Beyond Lessons Learned: Break Through Project Barriers
Rebecca Staton-Reinstein, PhD, and president of Advantage Leadership, Inc. works with leaders around the world who want engaged employees to increase bottom-line results and delight customers through collaborative leadership, strategic planning, culture change, and team development. Rebecca has contributed to organizational success as a manager and executive. As a consultant, she uses her proven ability to mentor leaders through a major change, working with them to craft customized, successful solutions to complex business issues in all economic sectors. She is the author of several books on strategic planning and strategic leadership, holds a PhD in organizational development, and is a Legacy Professional Member of the National Speakers Association. She has served as president of many civic, business, and nonprofit boards of directors, and has been honored for her work on 4 continents.
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Whatever you call those extra assignments or even your larger "regular" work responsibilities, learn to apply project management tools and approaches to get better outcomes when facing barriers to completing work successfully. Identify the business problem you are solving to keep your work focused, efficient, and moving toward the desired solution. Expand your standard responses to barriers to include more analysis and innovation for better results.
As a result of this webinar, you will be able to:
- Identify potential risks more completely and prepare for them
- Move quickly and effectively when faced with unanticipated barriers
- Act in the most productive ways to remove barriers
- Develop new and innovative ways for problem-solving, barrier removal
- Understand the role of your brain in setting you up for successful problem solving
- Integrate Lessons Learned into all future projects and other situations
- The context for breaking through project barriers; define a business problem; Avoid crisis orientation
- Anticipating Project Barriers and Risks using SWOT and other tools
- Act based on your plan; scan for early warning signs; allow innovation to flourish
- Work with management to adapt to changed situation; Accept risk analysis and mitigation implementation as standard procedure
- Annihilate the barrier; Monitor and control progress on a new plan; Develop generic risk mitigation plan; Review effectiveness and efficiency of unanticipated risk plan; Continuously improve
Course Level - Intermediate
Who Should Attend
- Anyone who manages projects (with or without the title)
- Anyone who is not an "official" project manager but handles extra assignments
- Anyone who is expected to get results despite barriers and challenges
Why Should You Attend
We've all experienced the unpleasant reality of a project or assignment in trouble. We even say we are "firefighting." Sometimes when the fire has been put out, we even take a few minutes to decide how to avoid this in the future. However, without an established method for dealing with risks, unknown risks, or unexpected risks, we will always be at a disadvantage. Successful project team avoids panic by being ready to act and are flexible enough to modify their project plan to accommodate the new reality. Participants, no matter your title or the type of projects or extra assignments you work on will be able to anticipate, act, adapt and annihilate barriers to project success.
No matter how many projects you have managed or been a part of, there are always barriers and challenges which pop up you didn't expect or never dealt with before. Heraclitus said, "If you do not expect the unexpected, you will not recognize it when it arrives." The first step every project must take is to consider the potential risks for the effort and analyze each for impact and likelihood. The next decision is to figure out which risks merit a prevention or mitigation plan and to develop these and integrate them into the project plan. The third action is to develop a generic Risk Plan, which will serve as a guide for dealing with unexpected risks or barriers that arise.