Describe yourself and your background
- I’m a curious person who loves to see change, and I feel fulfilled when I help others succeed. After I studied IT (programming), I worked for a US company. At age 23, I became an IT manager. Since then I’ve worked within the European and US markets. Apple contacted me, and I became product manager for future products in the Nordics. Those days were exciting. Later I have worked as CEO, operations manager and Head of Lean. I also have many years’ experience from teaching strategic project management, communication, and leadership.
Explain the Project Management program
- It’s based on the fact that companies today are experiencing major changes. Companies must run projects in new ways and be agile in their decision-making processes because they know that change will occur. They’re running out of time and many lack the tools to run projects in a changing environment. This program is designed to give Project Managers the knowledge and tools needed to create good conditions for success in the profession.The program also addresses ongoing digitalization as it relates to ways in which companies operate internally and externally and link it to project planning. We use working models within an agile context.
Why education to be a project manager? Isn’t it an operational activity?
- Many have worked extensively with project management but have not learned the basics. Consequently, they don’t have the right tools; they inherit someone else's methods that are often deficient. If so, it can be difficult to develop and manage a successful project. Besides writing a project plan, the program focuses on agile, communicative leadership – to give participants opportunities to develop in their professional roles.
"Many organizations suffer from the fact that project managers don’t have the authority or courage to challenge a project. If they suspend an unclear project at an early stage, then there’s reason to celebrate. More people should dare to be professional enough to say no a little more often."
What constitutes good project managers?
- Bravery. Responsiveness. Decision-making - especially regarding change. They manage executive committees, procurers, suppliers, and project participants. Project managers are leaders – not project controllers. Often generalists – not specialists. They are clear, concise, consistent communicators. They know when to back off and when to lead. And they can see the big picture as well as the smallest details – and can handle big and small issues. They also know how and when to say no. Many organizations suffer from the fact that project managers don’t have the authority or courage to challenge a project. If they suspend an unclear project at an early stage, then there’s reason to celebrate. More people should dare to be professional enough to say no a little more often. Good leaders are not necessarily subject matter experts - they’re responsive mentors, guides, and supervisors.
Ann continues:
- Communicative leaders are the most successful and often the most profitable. Many leaders generally attend way too many meetings when what they really should do is support and lead their staff.
What can participants expect after completing the program?
- Understanding of what constitutes a good project plan. They get many useful tools, have developed their personal leadership style, and gained understanding of the digitalized world and how it affects their professional roles.
About the Project Management program
The daily work of a Project Manager can be challenging, running multiple projects simultaneously with new directions and alternate decisions in a high tempo. Also, digitalization is all around us, either as a fact of today or a coming effect for the organization.
This program is designed to give Project Managers the knowledge and tools needed to create good conditions for success in the profession.
Questions? Please, contact me!
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Daniel Engblom
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