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Leading Federal Government Projects II - FPM 214 (FPM 234)

Available Modalities:

  • e-Training
  • Public Classroom
  • On Site
  • Virtual Classroom
Delivery Method PDU Total Technical PMP/PgMp Leadership Strategy PMI RMP PMI SP PMI ACP PfMP PMI PBA
Instructor-Led Training 16 0 16 0 0 0 0 0 0
Delivery Method Instructor-Led Training
PDU Total 16
Technical PMP/PgMp 0
Leadership 16
Strategy 0
PfMP 0
  • CEUs: 1.6

Leading Federal Government Projects II will present project/program managers with the best practices on leading federal projects, to help project/program managers manage and develop an integrated project team (IPT), improve communication, decision making and conflict management. This course focuses on the mid-level leadership competencies and performance outcomes, as defined by the FAC-P/PM policy and competency model. 

Participants will discuss and apply interpersonal skills to both project team and stakeholders in the areas of effective feedback, fostering talent, and negotiating skillfully. By the end of the course, participants will be able to determine the impact of stakeholder relations on programmatic success. Finally, the participant will reinforce the knowledge gained in this course and apply their skills to a series of exercises and case studies.  

Equivalent to FPM 234: Applied Leadership in Projects & Programs, 2 days.

  • Establish and train an integrated project team
  • Apply an effective communications approach to build networks and foster professional alliances
  • Demonstrate the ability to develop new insights and implement cutting edge plans
  • Identify and leverage internal and external factors that affect your organization’s work

This course uses digital materials.

  • Relationship Building Skills
    • Partnering
    • Team Building
    • Political Savvy
    • Leading without formal authority
    • Building trust
    • Customer service (internal customers/external clients)
  • Problem Solving
    • Asking the right questions
    • Stakeholder analysis (evaluate who can fix it, who is breaking it)
    • Metrics for success
    • Weighing options and making decisions
  • Managing Conflict
    • Sources of conflict
    • Contemporary view of conflict (not always bad-can be healthy)
    • Conflict sequences (related to SDI colors)
    • Presentable vs. real conflict
    • Conflict resolution
  • Strategic Thinking
    • Strategy as a way to achieve project success
    • Impact of organizational constraints
  • Creativity Innovation

    Active vs. passive identification

    As-is vs. to-be

    Tools and techniques for identifying problems and opportunities

  • Developing Others
    • Identify and optimize the synergies inherent in the different backgrounds (ethnic background, work experience, skills sets) of project team members, departments and their organization at large
    • Coach and mentor to improve performance
    • Recognize good and excellent performance
    • Model the behavior and level of performance expected of the team, stakeholders, vendors, etc.
  • Influencing Stakeholders
    • Emotional Intelligence/ Social Intelligence (Daniel Goldman)
    • Soft Power (Joseph Nye)
    • Legislative Leadership (Jim Collins)
    • Internal and external awareness
    • Political savvy
    • Leading without formal authority
  • Negotiations
    • Preparing for negotiation
    • Conducting negotiation
    • Developing negotiation strategies
    • Identifying negotiation style
  • Communication
    • Oral communication
    • Written communication
    • Body language
  • Facilitating Processes for Life Cycle
    • Key touch points in project life cycle
    • Skills and tools used at touch points