One-Year Curriculum, Stratoplan Manager School

Courses:
Project Management (24 classes, taught by Ivan Selikhovkin)
Team Management (24 classes, taught by Alexander Orlov and Vyacheslav Pankratov)

2 Student Groups:
• Daytime: Tuesday and Thursday at 11:00 AM (Moscow Time)
• Nighttime: Tuesday and Thursday at 8:00 PM (Moscow Time)

Format:
• Class Time: 60 minutes (45-minute seminar + 15-minute quiz)
• Program Classes: online seminar
• Class recording, additional materials, presentations, and tests are available in Student’s Profile
• Intensive Programs (5-6 Programs per year, for 2 weekend days each) are available for students of the main program at 50% discount; also available for purchasing together with the main learning plan

Class & Holiday Schedule

# week
Project Management
Team Management
Admission to the Manager School 6.0
The Grand Launch of the Manager School 6.0

Intro Class: course structure, studying features, recommendations for students, acquaintance with coaches and curators.

1 Terms & Basics:

  • What a Project Is
  • Project Roles
  • Company Structures
Terms & Basics:

  • What a Team Is
  • Group Dynamics
  • Tuckman’s Model
  • Mammoth Model
2 Project Launch (Initializing, Charter)

  • Project Management Principles
  • Project Management Algorithm
  • Project Charter
In-Team Processes:

  • Formal and Informal Leadership
  • Legitimate Delegation of Authorities
  • Small Win and Team Establishment
3 Planning Step 0 — Project Parties Concerned:

  • The Term of a Party Concerned
  • Register of Parties Concerned
  • Fields of Working with Parties Concerned
Types of Leaders and Teams:

  • Orientation before and after appointment
  • Ichak Adizes’s Leader Typology
  • Mikhail Litvak’s Leader and Team Typology
4 Planning Step 1 — Project Content:

  • Algorithm
  • Requirements Capture
  • Concept
  • Work Breakdown Structure (WBS)
Dynamics and Sociology of Organizational Changes:

  • Group Resistance
  • Organizational Change Processing Algrorithm
  • First Steps: post-appointment work with new colleagues, subordinates, head, and customer
Holidays: Week 1
5 Additional tools for project managers when launching projects and processing content:

  • Business Model Canvas
  • Empathy Map
Constructive Confrontation

  • Constructiveness Principles
  • Returning constructiveness to conversation
  • “Switching” colleagues to constructiveness
  • Constructive confrontation algorithm
6 Planning Step 2 — Project Duration:

  • Algorithm
  • Work Sequence (network diagram)
  • Resources Required for Works
  • Duration of Works
Practice of applying constructive confrontation (1):

  • Selecting arguments for colleagues and subordinates, persuasion
  • Point and mechanism of leave
  • Controlling fulfilled arrangements
  • Controlling unfulfilled arrangements
7 Planning Step 3 — Project Schedule:

  • What Schedule Is
  • Critical Path Method
  • Schedule Shrinking Method (when getting behind schedule)
Practice of applying constructive (2):

  • Selecting and preparing arguments for top managers and the customer
  • Concept Fan
  • Bottom-Up Arrangement Control
Holidays: Week 2
8 Planning Step 4 — Project Cost:

  • The term: Cost
  • The Term: Budget
  • The Term: Reserves
  • No-Money Project Budget
Problem Statement and Control:

  • Problem Statement
  • Control Points, Micromanagement
  • 5 Controlling Types
  • 7 Levels of Authority Delegation
9 Progress Monitoring:

  • Straight Asking Method
  • Rules Method
  • Earned Value Analysis
Working with Motivation:

  • The Term and a large image
  • Motivators and Demotivators
  • Employee Engagement Control
10 Planning Step 5 — People and Morale (what to plan and how):

  • communications
  • HR
  • Team building
  • conflicts
Task Accomplishment Evaluation:

  • Unfairness
  • Useful feedback
  • Increasing employee engagement and responsibility
Holidays: Week 3
Winter / Summer Holidays
11 Planning Step 6 — Conflicts and Responsibility:

  • Motivation Theories: Case
  • Why share “unplanned” responsibility?
  • RACI Matrix
Employee Operation Evaluation:

  • Face-to-Face Meetings
  • Format
  • Intervals
  • Content
  • Behavioral Features
12 Planning Step 7 — Risks (Part 1/2):

  • Risk Management Algorithm
  • Risk Identification
  • Qualitative Risk Analysis
  • Quantitative Risk Analysis
Interviewing and Employing (1):

  • Forming an opening
  • Processing and sorting resumes
  • Working with internal employment
13 Planning Step 7 — Risks (Part 2/2):

  • Risk Responding Plan (contingency plan + fallback plan)
  • Reserves
  • Risk Owner
  • Risk Trigger
  • Risk Control and Monitoring
  • How to implement risk management in the company
Interviewing and Employing (2):

  • Finding out candidate’s true motives during interviewing
  • Projective Interviewing Techniques
  • Employment Decision
14 Planning Step 8 — Quality:

  • The Term of Quality Within a Project
  • Quality Control: 7 Key Tools
Dismissal:

  • Misconduct and Error
  • Monitoring Feedback
  • Dismissal Decision
  • Terms and Methods for Dismissing an Employee from the Project
Holidays: Week 4
15 PMBOK software extension:

  • What PMBOK software extension is
  • PMBOK software extension: Review
  • Features of Using PMBOK software extension in IT-projects
Time Management for Managers

  • Forming Schedule
  • Manager’s Work Day
  • Inbox Processing
  • Service Points and Delegated Task Control
16 Planning 8 — Procurements:

  • Procurement Algorithm for Project Head
  • Main Contract Types
  • Threats for Project Head for Various Types of Contracts Concluded
Conflict Management:

  • Conflict Definition
  • To Solve or not to Solve
  • Where to stay during a conflict
  • Involved or Non-involved Conflict Management
17 Project Integration and Close-Out:

  • Linking Everything Together
  • Managing Changes within a project
  • Project Close-Out: Key Points
Conflict, Case Studying (1):

  • Attack from above
Holidays: Week 5
18 Math Methods for Project Heads:

  • Pareto Chart (what it is and how to plot it correctly with Excel)
  • Monte Carlo Method (what it is and how to perform it correctly with Excel)
Conflict, Case Studying (2):

  • Attack from below
19 Communicating with Top Management — Finance Management (Part 1/2):

  • Financial Function in Management
  • Capital Investment from a Top Management perspective
  • The Term of Value for Shareholders
Working with managers and customers:

  • Transparency and trust
  • Working with exceptional situations
  • Behavior in case of critical failures in project/team operation
20 Communicating with Top Management — Finance Management (Part 2/2):

  • Risks from a Top Management perspective
  • The Term of Value for Shareholders
Implementing Changes:

  • Defining Parties Concerned
  • Working with Decision-Making Groups
  • Using head typology when preparing proposals
Holidays: Week 6
21 Communicating with Top Management — Project Management Offices:

  • What Project Management Office (PMO) Is
  • Typical Functions of PMO
  • Company Audit when Introducing PMO
  • Project Manager Competency Audit
  • Key Patterns of Introducing PMO
Team Manager Compensation:

  • Salary
  • Bonus
  • Indexation
  • Salary Revision Methods
22 The Standard for Portfolio Management:

  • The Term of Portfolio Manager, Its Place in a Project Manager’s Life
  • The Standard for Portfolio Management—Third Edition by PMI
Working in formal hierarchies:

  • Forming social relations
  • Nonlinearity of relationships
  • Information Distribution
  • Points of Influence when Making Decisions
23 The Standard for Portfolio Managment-2:

  • The Standard for Portfolio Management—Third Edition by PMI (continued)
Solving Management Cases-1:

  • 18 questions to study complicated managerial situations
  • Solution sustainability principle
  • Future Matrix for Considering Scenarios
  • Practice of Studying Management Cases
Holidays: Week 7
24 Database of Accomplished Projects:

  • The Purpose of Database
  • Database Building Patterns
  • Roles in Database Management
Solving Behavior Cases-2:

  • To become involved or not in an observed situation
  • Whose side to choose: the team or the company
  • Repeating conflicts
Long-Term Cooperation Principles:

  • Loss of Authority when Company Changes
  • Environment-Oriented In-Company Growth
  • Developing Sustainable Solutions
  • Working with Key Employees
The Grand Prom of the Manager School 6.0

 

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One-Year Curriculum
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