Project management from practice.
Methodical group training in two levels for IT-near project leads, PMO roles and PM career changers from migration, transformation or test environments. Foundations for the build-up, expert deep dive for complex multi-team setups.
Request the training→Four reasons to learn project steering as a craft.
Methodology from running mandates
Steering methodology from real IT project mandates, tested in daily delivery. What gets passed on is what holds in active steering: migration efforts, transformation programmes, PMO routines and quality-driven projects.
Vendor and multi-vendor steering
How you integrate external service providers, placement and multi-vendor setups into your steering. A dedicated block for a topic that often shows up only as a side note in classic PM training.
Block format, three days
Three days as one connected block. Structured progressively, with a clear sequence from foundations to day-to-day routines.
Trainers with real crisis steering
Led by people who have led projects themselves and steered through crisis situations. Methodology comes from mandates held, not from a training textbook.
Lifetime access to the online course material.
After the workshop your login keeps working. Whenever we update the material, you get the new version automatically. No expiry, no re-booking.
What you can do after the training.
Eight blocks over three days.
Project scope and phase architecture
What scope delivers and how to set up phase architectures for waterfall, agile and hybrid cleanly. Project charter and kick-off setup reduced to the essentials.
- Balance scope between stakeholder expectation and delivery capacity
- Set up phase architecture for waterfall, agile and hybrid in a clean way
- Reduce project charter and kick-off setup to the essentials
- Workshop: sketch the scope for one of your own projects
Risk and stakeholder steering
Structure the risk register and tie it into stakeholder concerns. Anchor escalation paths for critical risks within the line organisation.
- Structure the risk register and maintain it with concrete mitigations
- Prioritise the stakeholder map by influence and expectation
- Anchor escalation paths for critical risks in the line organisation
- Hands-on: build your own risk and stakeholder picture
Vendor and interface steering
Vendor steering through a clear statement of work and SLA anchors. Document interfaces to neighbouring projects and the line, spot early-warning signals.
- Run vendor steering through statement of work and SLA anchors
- Document interfaces to other projects and the line organisation
- Recognise early-warning signals for vendor drift and address them
Steering KPIs and reporting
KPIs that drive decisions instead of merely reporting status. Audience-specific status, risk and forecast templates in one consistent picture.
- Select KPIs that drive decisions, not just status reports
- Define reporting cadence and audience-specific preparation
- Build templates for status, risk and forecast in a consistent picture
Conflict management: deadline, scope, quality
When the three levers collide: how to prepare the conflict, communicate it and negotiate with stakeholders.
- Address conflicts between deadline, scope and quality in delivery
- Prepare negotiation lines towards stakeholders in a structured way
- Exercise: walk through a typical deadline and scope conflict as role play
Mandate and escalation
Formulate your own project mandate and defend it before the steering committee. Build escalation discipline as a line routine.
- Formulate your own project mandate and defend it before the steering committee
- Escalation discipline: what is raised when, to whom and in what form
- Role play: walk through an escalation conversation with the steering committee
Workshop on your own project
Every participant brings a case from their own setup and works it through to a steering sketch. Trainer sparring on concrete questions.
- Work your own project case through to a steering sketch
- Trainer sparring on concrete questions from the case you bring
- Derive and prioritise concrete action items from the case
Sparring, action plan and lessons learned
Cross-pair sparring on the cases, a concrete 30-day action plan and a compact block on lessons learned as a line routine.
- Cross-pair sparring: present the cases mutually and pick up feedback
- Formulate a 30-day action plan in concrete terms
- Anchor lessons learned as a line routine instead of letting them fade after the workshop
- Trainer wrap-up with recommendations for the first weeks back at work
What it costs.
What is included
- Three full training days with hands-on segments
- PM templates from active projects
- Materials as PDF takeaway
- Confirmation of attendance
Discounts
Early-bird discount 10% when booking more than 30 days before the date. Group discount 10% from 5 participants registered together.
In-house training?
For an on-site learning environment and a format that you can run repeatedly for your colleagues, we deliver this workshop in-house as well. Reach out for a tailored offer.
What we are often asked.
Does the training replace IPMA, PMI or PRINCE2?
No. The project management training is methodical and steering-focused, not a certification course. If you need IPMA, PMI or PRINCE2 evidence, go to an accredited provider. The QCT training closes a different gap: practice-tested steering methodology from running IT project mandates, which appears only on the margins of certification syllabi.
Which level do I need, foundations or expert deep dive?
Foundations are right when you are growing into a PM role, moving from a subject line (test, migration, transformation, PMO) into project management, or want to consolidate your methodical foundation. The expert deep dive fits when you have held project responsibility for a few years and want to go into steering depth (programme, hybrid setups, regulation, crisis).
When is the training a better fit than 1:1 coaching?
If you want to build a methodical foundation for a role and benefit from the plenary, the training is the right fit. In an acute project situation with a steering question, 1:1 mentoring & coaching is the better way. The two can be combined, often as training with a follow-on coaching block during the rollout.
Which project profiles fit the training best?
IT-near project steering with complexity: migration efforts, transformation programmes, platform rollouts, quality-driven projects, multi-vendor setups and PMO routines. Test- and release-near project roles are clearly covered as well. If you steer a classic construction project without software or interface aspects, IPMA or PMI is the better fit.
Does the training help in an acute project crisis?
Only partially. The training delivers methodology for steering, including a crisis module in the expert deep dive. It does not directly resolve an acute crisis, because a crisis needs individual sparring. The typical path: coaching for the acute situation, then training for the methodical foundation after the acute phase. Combined, that is the most resilient solution.
How does the training connect with my own project setup?
Before the training there is a pre-assessment plus a survey on your setup. Hands-on blocks work with examples from participants, as far as confidentiality allows. At the end of the training a sparring block consolidates open steering questions from the plenary, after which you get a quick reference and a post-assessment for the transfer into your own line.
Project steering with a test and release lens.
Two levels, a small group, methodology from real crisis steering. On site or hybrid.
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