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In this forum you learn how the high performance team concept works; how to form and develop teams that accept responsibility for problem-solving and delivery of results and focus on meeting the business need, and many more.

Course Outline
After participating in this seminar, you will be able to:
  • comprehend team functionality, dynamics and team development issues in a project work environment designed for high performance
  • determine performance management methods and practices for whole teams and individual team members
  • gain insights on how to manage a team effectively and how to be an effective member of your own team
  • improve your sensitivity to the organizational, stakeholder, and other socioeconomic influences affecting your project in order to navigate through them successfully
  • add to your communications skills to deal with difficult individuals and align team members along the team goals and objectives
  • set clear, measurable objectives for your work and that of others in ways that set you up for success in meeting the needs of your business
  • acquire the ability to provide clear feedback to your colleagues and to conduct constructive performance reviews
  • develop your leadership skills by learning what motivates people

While organizations demand superior results for their capital spending, project leaders are often called to get things done with limited authority and resources. For instance, they may have to share staff with other departments or businesses, and face competing demands of project stakeholders. The capability of project managers to achieve results can be increased through growing, renewing and sustaining effective work teams.

In this forum you learn how the high performance team concept works; how to form and develop teams that accept responsibility for problem-solving and delivery of results and focus on meeting the business need; and how to get your team members to put out the best product most efficiently. Your leadership skills get focused on what works in a team structure and on helping people grow so that they can handle situations on their own.     


To provide participants with an understanding of ways to maximize their team performance in a team-based organization, and to enable them to be effective project team leaders as well as members, also  problem-solvers, coaches and decision makers who deliver superior project results consistently.  

Who Should Attend
  • Project leaders
  • Managers
  • Supervisors
  • Operations Managers
  • Engineers
  • Designers
  • Contractors
  • Administrators
  • Accountants
  • Research Scientists
  • Other staff who lead or are members of work teams and task forces, or expect their roles to evolve in a team-based work environment
Program Outline

Day I

8:00      Registration and Coffee

8:20      Welcome, Introduction, Workshop Preview, Learning Outcomes and the Assessment Method

8:30      Projects and Project Management - The Context

  • Projects and programs, their phases and lifecycle
  • Project teams and stakeholders
  • Organizational and social influences
  • The 9 key elements of project management
  • The 5 key project management skills
               High Performance Team Characteristics
  • Differences between traditional and high performance work systems
  • Types of teams
  • The 10 characteristics of high performance teams
  • Case Study: Best and worst teams
              Forming a Project Team
  • The 5 stages of team development
  • Roles that people perform - dealing with the difficult ones
10:00    Refreshments and Networking

10:20    Forming a Project Team

  • The 5 stages of team development
  • Roles that people perform - dealing with the difficult ones
              Developing a Team
  • Team development needs and how to meet them
  • Leadership and teambuilding acceleration
  • Decision making methods - what works, what does not
  • Exercise: Identifying team development needs
              Case Study
  • Dealing with diverse people
  • Dealing with difficult people
12:00    Lunch

1:00      Team Performance Management System

  • Difficulties in dealing with teams
  • Performance management system model and flowchart
  • Results and benefits
  • Setting S.M.A.R.T. objectives
  • Exercise: Setting team objectives
2:30      Refreshments and Networking

2:50      Implementation of Team Performance System

  • What a performance management system looks like
  • Planning and organizing to increase performance
  • The single most important tool to monitor performance
  • Planning and organizing tools and worksheets
4:20      Questions and Answers

4:30      Adjournment

Day II

8:30      Monitoring and Measuring Performance

  • Performance measurement guidelines
  • Reporting tools and practices
  • Exercise: Performance measures that tell the story
10:00    Refreshments and Networking

10:20    Case Study

  • What is your experience with building up project teams and what will you do on your next project?
11:15    Providing Feedback
  • Taking corrective actions: flowchart
  • Types of feedback and their impacts on behavior/performance
  • What you must do to make feedback effective
  • How team members learn and improve
12:00    Lunch

1:00      Assessing Team Performance

  • What team members want (the "Adult Business Deal")
  • Exercise: What motivates people?
  • Performance reviews of team members: the good, the bad and the ugly
  • Exercise: Are you a good appraiser?
  • Key competencies of managers and employees as team members
2:50      The Performance Review
  • Preparation guidelines
  • Exercise: Are you a good discussion leader?
  • Development of team members
4:30      Questions and Answers and Feedback to Participants on Achievement of Learning Outcomes


Tony Vlass

Tony Vlass, Ph.D., P.Eng., PMP, is a professional engineer and member of the Project Management Institute with over 29 years of experience as project manager in the private and public sectors. He led multidiscipline teams engaged in facilities and equipment installation and the introduction of new technology. Upon graduation he joined the Toronto paper products site of Canadian Pacific Enterprises in progressively more responsible plant engineering and project management roles. He then became associated with consumer products producer Procter & Gamble engaging in project controls and risk management. His career continued with the successful implementation of projects both in Canada and overseas on behalf of multi-site organizations. Dr. Vlass is the author of several peer reviewed papers and articles of sociotechnical nature.
Prerequisites & Certificates

Certificates offered

1.2 CEU / 12 PDH

Cancellation Policy
To withdraw from a course, you must send a request, in writing, with the official receipt to our office. Fifteen or more business days in advance: full refund less $50.00 administration charge. Five to fifteen business days in advance: non-refundable credit of equal value for any future EPIC seminar within one year. Credits are transferable within your organization. In case of an unexpected event occurring after this time, you may send someone else to take your place without any additional cost.
Map & Reviews
EPIC Educational Program Innovations Center
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Here are some reviews of the training vendor.
The course was very well presented and the course instructor was absolutely amazing.
Reviewed by 2013
Our instructor, Stephen Lamming, was outstanding and a true expert in his field. He was able to complement the technical air monitoring information with practical real life examples which was highly beneficial. He is an excellent communicator and was highly interactive with the course attendees. This course was recommended to me because Stephen Lamming does an outstanding job. I was very impressed with this course and have subsequently recommended it to my colleagues.
Reviewed by 2012
Would have liked more interactive problem solving.
Reviewed by 2011

This course currently does not have any dates scheduled. Please call 1-877-313-8881 to enquire about future dates or scheduling a private, in house course for your team.

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