Learning objectives :

• Establish a solid project framework from the outset to avoid ambiguity and misunderstandings regarding roles
• Establish management routines that maintain the pace and quality of contributions over time
• Address performance issues by choosing the right channel and approach for each situation
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Course :

Session 1: Defining and Launching a Project
Most projects that go off track got off to a bad start: vague objectives, poorly defined roles, and unestablished operating guidelines. Participants learn to spell everything out from the very beginning—including what seems obvious—by putting themselves in the shoes of a contributor who has only a partial view of the project.

Example of a tool : The Scope Document (project objectives / roles and responsibilities / collaboration principles: preferred communication channels, use of the workspace) + the GANTT (planning of milestones and key tasks over time) and RACI (who is Responsible, Accountable, Consulted, and Informed for each deliverable) tools.

Case Study : Draft the scope document for a real-world project, challenging it from the perspective of a contributor who has only partial knowledge of the context, to identify and address the ambiguities that are slowing down the teams.

Session 2: Leading and Facilitating with Effective Project Rituals
Even a well-structured project can still falter without effective monitoring rituals. Participants discover rituals that maintain momentum without overburdening the organization: the weekend wrap-up message that clearly and visibly summarizes progress, team check-ins to address unforeseen issues at the right time, and moments of mutual support to maintain cohesion. All these rituals are adapted to a hybrid context, with specific use of in-person meetings for spontaneous collaboration and managing difficult situations.

Example of a tool : The project rituals toolkit (weekend update: share progress in a concise and actionable way / team meetings: opt for virtual meetings for complex issues and in-person meetings for unexpected situations / moments of mutual support: maintain team cohesion without creating unnecessary meetings).

Case Study : Evaluate the existing processes in a current project, identify gaps, and decide which ones to implement or strengthen to maintain the pace and quality of contributions.

Session 3: Managing Performance Issues
When a team member fails to deliver, misses deadlines, or jeopardizes the quality of the project: how can you respond quickly without damaging the relationship? Participants learn to distinguish between situations that require immediate, real-time intervention and those that are better addressed through asynchronous communication to improve collaboration in the long term.

Example of a tool : The method for managing performance issues (distinguish between immediate, synchronous re-framing and long-term, asynchronous collaboration improvement / choose the right channel based on the nature and urgency of the issue).

Case Study : When faced with a situation involving delays or poor quality in a project, identify the right approach to get things back on track: which channel to choose, what message to convey, in order to respond immediately without jeopardizing the long-term relationship.