Curricula
Submitted by admin on Wed, 03/02/2011 - 04:51
Below you will find the entire curricula of KAHLEPartners instruction that we are in the process of migrating to an online format. We have divided our instruction into 3 domains (Project Management, Leadership and Information Technology) and organized the content in a matrix of levels of mastery and categories of content (Behaviors, Practices, Procedures, etc.). Please scroll through the library for more information.
To return to the Videocast Library, please click: Videocast Library.
Curricula
Submitted by admin on Wed, 03/02/2011 - 04:55
| Project Management | |||||||||
| Level 1 | Level 2 | Level 3 | Level 4 | ||||||
| Behavior | |||||||||
| Closure Orientation | Fact-Based Decision Making (DM) | Modeling Confidence | Advancing the Discussion | ||||||
| Assume the Best | Making Conscious Decisions | Solve for Deliverable Dates | The Appropriate Sense of Urgency | ||||||
| Customer Focused Approach | Transparency | Fast Decision Making | Culture of Delivery | ||||||
| Vcast 13 | Ownership | Problem of Relative Wording | Maintain Perspective In Face of Criticism | ||||||
| Practices | |||||||||
| Think, Then Do | Vcast 16 | Clarification Method | Doing EBB (Environmental Baseline of the Business) | Develop P4P (Plan for the Plan) | |||||
| Vcast 17 | Make Lists | Establish One Truth | Master Explaining Yourself | Understanding what you don't know | |||||
| Get it in Writing | Escalation 1: Process and Basic Rules | Getting to Yes | Meeting Mgmt 3: Setting the chess board | ||||||
| Crawl-Walk-Run | Vcast 15 | Mapping Processes | Escalation 3: Belaying between Mgmt and C/S Relationship | Escalation 4: Legal and Regulatory Matters | |||||
| Vcast 10 | Meeting Mgmt 1: What is Going On? | Issue & Risk Mgmt 1: Brass tacks | What is a project? Of Faults and New Development | Looking Up and Down and Issue | |||||
| Vcast 5 | Influential Messages 1: Dilemma of Clarity | DM: Define how to decide up front | Change Control | Intelligence Gathering | |||||
| Concept of Necessary and Sufficient | Challenging Management to Clarify | Issue & Risk Mgmt 2: Gilded tacks | PMO 1: what it is | ||||||
| Vcast 11 | Estimation: Girding for the Guessing Game | The Importance of Commitments | Degree of Rigor to Apply | Change Mgmt 6: Transformation | |||||
| Doing Presentations | Communications Canopies | Do not Compromise Quality | |||||||
| Meeting Mgmt 2: Control and Closure Techniques | Supporting the Process (Tacking Back and Forth) | PMO 2: How manage a collection of projects | |||||||
| Techniques | |||||||||
| Document Back | DM: Get everyone in a room | Deals | Apologetics | ||||||
| Influential Messages 2: Fundamentals | DM: Stopping the rabbit at the lowest level | Coping with Multiple Owners | DM: React-To versus Brainstorming Techniques | ||||||
| Getting the VP reporting chain | Escalation 2: Pushing accountability back | Expectations Mgmt: When Mgmt doesn't want scope reduced | Turning Complaints Around by using Success Factors | ||||||
| Separating Issues with a Hatchet | Email: Tricks to Watch Out For | Estimation: getting things approved | Handling customers who want to drop out | ||||||
| Going to the Board | Managing Distribution Lists | Corralling the Herd | Influential Messages 3: thinking 3 steps ahead | ||||||
| DM: UNODIR | Change Mgmt 7: Using the Process to Change the Process | ||||||||
| Dimensioning Pain to Discipline Complainers | |||||||||
| Procedures | |||||||||
| Vcast 14 | Meeting Minutes: The Basics | Do you need a methodology | Funnel Management | PMO 3: Setting one up | |||||
| Meeting Minutes: Formats and Execution | Launch a Project Well | Managing a Portfolio of Projects | DM: Stepwise function | ||||||
| Vcast 6 | Status Reporting 1: Fundamentals | Status Reporting 2: The Next Level | Status Reporting 3: Portfolio | PMO 4: Command Center | |||||
| Developing a project budget | Project Control Tools | Requirements Rationalization (Structure over time) | |||||||
| Vcast 7 | Project back on Track | ||||||||
| Vcast 4 | How Do I Know if a Project is in Trouble | ||||||||
| Politics | |||||||||
| Public Discussion | Change Mgmt (RR) 2: FUA Fighting and Mark Twain | Change Mgmt (RR) 3: reflective questioning | Build & Maintain Support | ||||||
| Change Mgmt (RR) 1: How Opposition Takes Shape | Effective Obfuscation | Change Mgmt (RR) 4: Taking on the vocal few | Coping with Cracking Ice | ||||||
| PM Don’ts | Reasonable Increases in Productivity | DM: when is a fact a fact | DM: Campaigning when merit is too hard | ||||||
| Project Manager Tricks to Watch Out For | Abdication vs. Delegation | Change Mgmt (RR) 5: Rumor fighting | |||||||
| Project defining the process for the first time | Communications in Organizations | ||||||||
| My projects are failing, what can I do | |||||||||
| Management/Leadership | |||||||||
| DM: The Process | Identifying Weak PMs | DM: Why planning is important | DM: How to fish | ||||||
| Importance of Focusing | Drivers of project success/failure (Survey) | Approaches to Customer Relations (Low Hanging Fruit, Smoke&Mirrors, etc.) | Enforcing Practices/Methods | ||||||
| Vcast 8 | Primacy of the Customer-Supplier Relationship | ||||||||
| Vcast 1 | What is Project Management? | ||||||||
| Misc | |||||||||
| Vocabulary (Survey) | |||||||||
| Vcast 2 | Top 5 Behaviors (Survey) | ||||||||
| Vcast 3 | Top 5 Practices (Survey) | ||||||||
Submitted by admin on Wed, 03/02/2011 - 04:56
| Leadership and Career | |||||||||
| Level 1 | Level 2 | Level 3 | Level 4 | ||||||
| Behavior | |||||||||
| Good Idea Hunting | Going from Staff to Mgr | Going from Mgr to Dir | Going from Dir to VP | ||||||
| Expectations Mgmt: Yours | Subtlety in Understanding and Addressing | Avoiding Path of Least Resistance | |||||||
| Vcast 9 | How to Succeed | Expectations Mgmt: Of Others | |||||||
| Responsiveness | Moving Around | ||||||||
| Practices | |||||||||
| Org Dev: 3 Forces of Management | Building Relationship | Constructively Challenge Others | |||||||
| Pulling Up | Progressive Discipline | Staff Dev: Burning the Dead Wood | Why CEOs Fail | ||||||
| Reporting 1 | Reporting 2 | Reporting 3 | Reporting 4 | ||||||
| Not Overextending Yourself | Recruiting 1 | Strategic Planning | |||||||
| Reporting: Ops Groups need a Breakfast Report | Staff Dev: Orienting Your Folks | Performance Evaluation: Conduct | Performance Evaluation: Good Distribution | ||||||
| Performance Evaluations: setup | Recruiting 2 | ||||||||
| Managing the Plate | Behavioral Interpretation of Data | ||||||||
| Techniques | |||||||||
| When to call, When to Write | Staff Dev: Wolves | Staff Dev: How to Call Someone Out | |||||||
| Necessary Evil: Socratic method and interrogations….intention and style | Staff Dev: Stand in the Door | Staff Dev: How to Provide on the Spot Correction | |||||||
| Necessary Evil: What questions tell us about the person | Staff Dev: telling them all the criteria (Necessary/Sufficient) | Consciously Ignoring Issues | |||||||
| Comm: Stopping Distractions | |||||||||
| Procedures | |||||||||
| Finance: Developing an annual budget | Finance: monthly reporting | Finance: Program Based Budgeting | |||||||
| Finance: understanding the budgeting process | Org Dev: Gaining Org Control | BPR | |||||||
| Finance: how to secure resources | Org Capability Profile | ||||||||
| Politics | |||||||||
| Vcast 12 | What Are Organizational Politics? | Signs of Political Behavior | Evaluating the Environment 3: Reading the Boss | Evaluating the Environment : Assessing Senior Management | |||||
| No Good Deed Goes Unpunished | Usurpation | Change Mgmt (RR) 6: Preemption versus Exception Handling | Fighting Witch-hunts | ||||||
| Power Intro | Power: problems of Menace and Prosecutorial Approach | Knowing the Rules | |||||||
| Issue of Overlap | Evaluating the Environment 2: Gauging Organizational Adaptability | Power: Equity, Equality and Fairness | |||||||
| Power: Concentrations and Fear | Utility of Reorgs and Name Changes | How Senior Mgmt Thinks | |||||||
| Evaluating the Environment 1: Gauging Organizational Maturity | Defining Terms | ||||||||
| Management/Leadership | |||||||||
| Vcast 18 | Grasping Leadership | Org Dev: Organizational Design | Change Mgmt (RR) 7:Transformation: What is the Self-Regulating Environment? | Org Dev: Shuffling the Deck | |||||
| Establishing Order | Org Dev: Make safe to ask dumb questions/make mistakes | Change Mgmt (RR) 8: Transformation: Warm Fronts, Glaciers | Change Mgmt: Transformation: Attaining Self Regulation | ||||||
| Vcast 19 | The Accountability Matrix | Staff Dev: Difficult conversations | Top 10% | What is Trust | |||||
| Staff Dev: Basic Skill Expectations | New Personnel Start-Up Time | Staff Dev: Diamond Mining | |||||||
| Org Dev: Why do Orgs Exist | Staff Dev: Raising the Bar Holistically | Org Dev: Overall Control Deck | |||||||
| Winner vs. Righter | First meeting with org | Org Dev: Culture By Design, Not Default | |||||||
| Staff Dev: Going beyond Do's and Don'ts | Leadership: 3 Questions | ||||||||
Submitted by admin on Wed, 03/02/2011 - 04:56
| IT | |||||||
| Level 1 | Level 2 | Level 3 | |||||
| Behavior | |||||||
| Practices | |||||||
| Testing Types | Testing Integrity | Vendor Mgmt: structured agreements and tradeoffs | |||||
| Constructive UATs | Trouble Mgmt: Flashes/Alerts | Account Management 1: What is it? | |||||
| Trouble Mgmt: Overview | Vendor Mgmt: the tiers | Account Management 2: Technique | |||||
| Release Mgmt/Release Planning Overview | Vendor Mgmt: when to use consultants | Account Management 3: Build & Launch | |||||
| Estimation: Assessments: Psychology of Different Interests | Implementing Release Mgmt | Division of Labor: when customers do things for themselves | |||||
| Product Support Structures | Implementing Release Planning | Service Agreements | |||||
| Techniques | |||||||
| Procedures | |||||||
| Politics | |||||||
| Management/Leadership | |||||||
