Day 0 - Bootcamp Roadmap vApril24 v2.pdf

Leadership 5.0 Bootcamp
i50 Human Technology Journey: From Next NORMAL to Next LEVEL
Leaders 5.0 Are HUMANITY Personified

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Table of Contents
01
WHY attend this highly-
acclaimed Bootcamp 02
WHAT takeaways from this 5-
day impactful & life-changing
experiential-learning
03
HOW you can achieve the
most benefits
04 FAQs
05
Emergency Contact
Details

KEY POINTER:
WHY attend this highly-acclaimed Bootcamp
WHAT takeaways from this 5-day impactful & life-changing experiential-learning
HOW you can achieve the most benefits
FAQs
Emergency Contact Details
Leadership 5.0 Bootcamp Bootcamp-Confidential 4

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BOOTCAMP OBJECTIVES
Emerging from the Pandemic Woods Taller than the Trees
Deliver an Execution Leadership
Centre of Excellence (COE) which
favors the country’s international
standing in terms of delivering
critical initiatives and making great
things happen successfully
National
Acquire Leadership 5.0 skillsets to
better lead/influence the people
components (yourself, team members,
other stakeholders, personal/family)
and harness collective leadership to
deliver wildly business-successful and
personal-satisfying results
Personal
Acquire Leadership 5.0 skillsets and
PPM best practices
(techniques/know how/experience)
to better lead program/ project/
strategic initiative and deliver the
business outcome
Professional

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Why
Cultivating COURAGE from Fear: The RISE of Adversity Quotient (AQ)
Needless to say that the PLC
Course was one of the
toughest challenges I came
across so far, yet will go
down in my life as one of the
most memorable moments. I
would recommend anyone to
follow this deeply
motivational and hopefully
transformational course. My
thanks to the PLC team and
the Chief Instructor.
The PLC is an intensive,
transformational course that
is designed to make you
experience the life of a good
and successful Leader. It
gave me an opportunity for
self-reflection, and made me
realized the value you can
bring in your professional
career and personal life. I
have gained invaluable
knowledge as well as
invaluable advice on keeping
the momentum.
What the
participants are
saying:
Most of the techniques which I learnt are
applicable to day to day life activities too.
Chee Peng pushed me to the edge to bring
out the best of me and realise that I have
much more capability & capacity than
what I assumed I had. Thank you Chee
Peng for being an awesome personal
coach during the course of 5 days. It was
time well spent. I have already gotten 2 of
my directors trained earlier through him. I
am already planning who more I can spare
in next 2-3 months to come and get
trained for PLC. I would recommend the to
change the name of course from PROJECT
LEADERSHIP CERTIFICATION to PERSONAL
LIFE COACHING. Well done Chee Peng.
Keep it up! looking forward to learn more
from you.

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The first day something on the slides hit my
eyes which made me question myself, the
eagle, opening his wings and the instructor
said by Friday we shall realize up to what
extent he can fly. Will that really happen, can
that happen to me. I shocked myself on
Friday with my presentation (thought the
instructor had tough comments), I really
impressed myself and discovered my new
limits. Thank you dear instructor for making
us turning our dreams into reality and always
remind us to be thankful to our parents.
Everyday you made me cry with your video
and empower myself knowing that I should
stand up to the expectation of my parent. I
can cry but I cannot fail and make them cry.
I believe this is a training that
one should not hesitate to
attend. It was really great
experience. Well done and
thank you the PLC Team.
What the participants are saying:
The single most intensive,
awakening week of my life. It
brings out the best of those
who dare and believe!
Why
The Collective Sustainability CRI DE COEUR

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The PLC 5 day course is a real
commando training, truly helping in
developing tomorrow’s leaders. I found
this course very interesting and
contributed largely in enhancing my
capabilities
...the biggest physical/intellectual
challenge I have met in my
professional life so far
Well designed, very focused; a very
useful tool for life
PLC has been very challenging and
enriching for me. It has tested my limits
and shown me that I could go beyond
what I actually expected I can. I loved
the practical part of it which forces us
to think out of the box.
What the
participants are
saying:
Why
CLIMBING the Mountain WITHIN

KEY POINTER:
WHAT takeaways from this 5-day impactful & life-
changing experiential-learning
FAQs

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LEADERSHIP, EMPATHY & BLENDED WORKING
Formal, Social & Experiential
Organization
• Candidate Profiling
Reporting Supervisor / L&D Review
• Individual Development Plan (IDP)
• Candidate Next Step Planning
Understand your background
Project Profiling - To understand your Execution profile
Personal Information – To know your experience & background to help
you to be growth-focused
Benchmarking, Assignment & Group Work
CBT – Your technical/formal understanding
Course Work/Case Study – Your experience
1-1 Review – Checkpoint with Chief Instructor on Progress & Next
Steps
Group Work – RDF Digital & Remote/Colocation Working
Post Training Analysis
Individual Development Plan (IDP) – Roadmap for PPM Growth
360 – Observed Growth after Training
Pre
During
Post

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OUTCOME-based Results
Sustainable & Resilient Business Agility, i50 Techniques, PMTQ/PMIS5.0
Project Leadership Knowledge & Experience
Outcome Based Approach
Practice Business Agility & Design Thinking in Group work
Experience i50 Techniques & Next Normal/Next Level in
Globalization 5.0
Increase your Project Management Technology Quotient
(PMTQ) pre-requisite in the Digital Economy
Participate in the Project Economy (PMP, PMIS)

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AGENDA
Holding the VISION, Trusting the PROCESS

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KEY POINTER:
FAQs

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HOW
Knowing yourself is true WISDOM, Mastering yourself is true POWER
Be Punctual – Time and tide wait for no person (Personal Leadership Discipline)
Pay Attention Wholeheartedly – Live the Moment: to survive is to be successful
Practise Seriously & Authentically in all Assignments – You reap what you sow
Personal Revision – Mastering your own destiny
Personal Development – Personal development is a journey, not a destination

1. What is Project Management

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Objectives
To set goals and expectations
To reduce project complexity and risks
To manage resources efficiently
To communicate with all stakeholders
To ensure business value and benefits are achieved

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Project Management
What is a Project?
A temporary endeavor undertaken to produce an output such as product, service, improvement or result. It has a
defined timeline with a beginning and end until the project is either completed or terminated.
What is Project Management?
An application of knowledges, processes, skills, tools and techniques to meet the project requirements by utilizing the
project management principles. Depending on the project characteristics, industry, requirements of the stakeholders
and organization, project managers tend to apply different approaches when delivering projects. These approaches
can be predictive, agile, hybrid or waterfall.

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In 7th Edition PMBOK, there will be a shift from the process-based approach to the principle-based approach.
There will be 12 Project Delivery Principles (Value Delivery System) and 8 Project Performance Domains . The
Value Delivery System will focus on delivering valuable outcomes rather than deliverables. Projects are
fundamental components of the Value Delivery System and principles will guide the Project Managers, Team
Members and stakeholders on how to achieve intended outcomes to deliver value to the organization and
stakeholders. Released in August 2021.
7th Edition PMBOK

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Project PERFORMANCE Domains
S/N Performance Domain Description
1 Stakeholder This deals with a sound engagement with interest parties
2 Team
Fostering team development and leadership behaviors from all
project team members to achieve outcomes
3 Development Approach & Life Cycle
The development approach and delivery cadence both
influence the project life cycle and its phases
4 Planning
Coordination activities necessary to produce project
deliverables and outcomes
5 Project Work
Needed to keep project operations running smoothly and
includes, besides others, communication, engagement, and
other work
6 Delivery Associated with delivery of quality and agreed scope
7 Measurement
Necessary to ensure the planned project performance is
achieved
8 Uncertainty
Related activities and functions associated with risk and
uncertainty

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Delivery PRINCIPLES
S/N Principle Description
1 Stewardship To be a diligent, respectful and caring steward
2 Team To build a culture of accountability and respect
3 Stakeholders To engage stakeholders to understand their interests and needs
4 Value To focus on value
5 Systems/Holistic Thinking To recognize and respond to systems’ interactions
6 Leadership To motivate, influence, coach and learn
7 Tailoring To tailor the delivery approach based on context
8 Quality To build quality into processes and results
9 Complexity
To address complexity using knowledge, experience, and
learning
10 Risk / Opportunities & Threats To address opportunities and threats
11 Adaptability & Resilience To be adaptable and resilient
12 Change Management To enable change to achieve the envisioned future state

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Knowledge Areas
S/N Knowledge Area Description
1 Integration
Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the
Project Management Process Groups. In the project management context, integration includes characteristics of unification, consolidation, communication, and interrelationship. These
actions should be applied from the start of the project through completion. Key Deliverable(s): Project Management Plan (PMP), Lesson Learnt.
2 Scope
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. Key Deliverable(s): Issue, Change Request, Defect Register
3 Schedule Project Schedule Management includes the processes required to manage the timely completion of the project. Key Deliverable(s): Project Schedule, EVM (SPI)
4 Cost
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within
the approved budget. Key Deliverable(s): Project Cost Baseline, EVM (CPI, TCPI)
5 Quality
Project Quality Management includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements
in order to meet stakeholders’ objectives. Project Quality Management also supports continuous process improvement activities as undertaken on behalf of the performing organization. Key
Deliverable(s): Checklist
6 Resource
Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. These processes help ensure that
the right resources will be available to the project manager and project team at the right time and place. Key Deliverable(s): RASCI, KPI, Resource Utilization
7 Communications
Project Communications Management includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of artifacts
and implementation of activities designed to achieve effective information exchange. Project Communications Management consists of two parts. The first part
is developing a strategy to ensure communication is effective for stakeholders. The second part is carrying out the activities necessary to implement the communication strategy.
Key Deliverable(s): PSC, Reporting Weekly Progress Report, Daily Standup Meeting
8 Risk
Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a
project. The objectives of project risk management are to increase the probability and/or impact of positive risks and to decrease the probability and/or impact of negative risks, in order to
optimize the chances of project success. Deliverable(s): Risk Register
9 Procurement Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Deliverable(s): Vendor KPI
10 Stakeholder
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Deliverable(s):
Stakeholder Register, Stakeholder Analaysis

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Process Group
S/N Process Group Description
1 Initiating
This is where the project is formally authorized by the sponsor, initial scope defined, and stakeholders identified. Stakeholder identification is crucial here
because correct identification (and subsequent management) of stakeholders can literally make or break the project. These processes are performed so
that projects and programs are not only sanctioned by a sponsoring entity, but also so that projects are aligned with the strategic objectives of the
organization. Where this is not performed, projects may be started and carried out haphazardly, with no real stated goal or objective.
2 Planning
A crucial element of planning is establishing the total scope of the project. While it may appear as though that was accomplished in Initiating, scope (along
with risks, milestones, summary and budget) was defined there at a high level. In planning, the project manager uses an iterative and more detailed
planning technique, called progressive elaboration, which allows project documents to be developed at a much more detailed level over time.
3 Executing
The Executing process group is where the work is actually done. The project management plan will help keep us on track. Here is where the project team
starts doing the work of creating the deliverables while the project manager coordinates those resources. And if that were the only thing that occurred,
that might be enough. But there are several other things that must happen during executing.
4
Monitoring &
Controlling
The Monitoring and Controlling process group is where the project manager assesses the overall performance of the project and makes necessary changes
to keep it on track or to get back on track. What does it encompass? According to PMBOK® Guide, these are "processes required to track, review and
regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding
changes.1" The truth is, you can't assume you'll always stay on plan. In fact, it's likely as not that you won't. Monitoring and Controlling is where you get
back on track, where you compare plan to actual, measure variance and take corrective action.
5 Closing
From its name, it should be pretty obvious what happens here. Not only do you formally close the project but you also get sign-off and acceptance from
the customer. While this should be self-evident, too often projects just fizzle out. People stop coming to the meetings and everyone just shows up at the
next one. Best practice dictates that the rigor applied to the rest of the project should be applied here as well. The project manager should formally close
the project by archiving records, holding a lessons learned session, and celebrating and releasing the team. And the lessons learned along with other
historical information should be centrally archived to be used as input to future projects to prevent reinventing the wheel.

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PMIS - A PMTQ Enabler
i40 Talk Services
Commercial-in-Confidence 24

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PMTQ Three Key Characteristics
i40 Talk Services
Commercial-in-Confidence 25

2. What is the Project Management
Body of Knowledge

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Project, Program, Portfolio Management
What is Portfolio, Program, Project?
➢ A portfolio is a collection of projects, programs and sub-portfolios.
➢ A program is a group of projects and sub-programs.
➢ A project is a temporary effort to deliver something.

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Project Management Office (PMO)
➢ Weather Station – Monitor PASSIVELY progress against a plan submitted by the project team & report
IMPARTIALLY (standardize reporting mechanisms; little formal authority), also known as Project Repository
model (low or no value)
➢ Control Tower (war room, project police) – proactively create the plan, track and actively participate to identify
and resolve issues (hands-on but don’t own the projects) (has deep PM knowledge and authority to
prioritization, resource allocation and process enforcement; coordinator), also knows as Enterprise model
(non-leveraged tendency)
➢ Resource Pool – pool of SMEs (subject matter experts), available on demand to assist and SUPPORT on an “as
needed” basis, Mentor/Advisor is variant of this (procure, train, certify and develop SMEs; mature and
sophisticated organization), also known as Coach model (easily seen as overhead in hard times)
➢ PM Provider – plan, execute and control projects using temporary seconded full-time resources (in-house project
management capability is not important), also known as Deliver Now model (no long-term perspective)
PMO

3. How to Enable Business Outcome

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Project Outcome (Business Value)
What is Business Value?
Tangible and intangible benefits to the organization. Business value scope can be short, medium or long term.
Organizations invest in projects, programs and portfolios to obtain greater business value.

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"Project stakeholders are individuals and organizations who are actively involved to
meet the business outcome, or whose interests may be positively or negatively
affected as a result of project execution or successful project completion."
Key Project Stakeholders

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Project Management Plan (PMP)
The project management plan defines how the
project is executed, monitored, controlled and
closed. It is progressively elaborated by
updates and change requests. The project
management plan contains:
➢ Integration Management Plan
➢ Scope Management Plan
➢ Schedule Management Plan
➢ Cost Management Plan
➢ Quality Management Plan
➢ Resource Management Plan
➢ Communications Management Plan
➢ Risk Management Plan
➢ Procurement Management Plan
➢ Stakeholder Management Plan
➢ Others

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➢ Executive support
➢ User involvement
➢ Experienced project manager
➢ Clear business objective
➢ Minimize scope
➢ Standard software infrastructure
➢ Firm basic requirements
➢ Formal methodology
➢ Reliable estimates
Source: The Standish Group Report 1995
Degree
of
influence
on
Project
success
Recipe for Success
(in Project Management)

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Industry 5.0
The Fifth Industrial Revolution, or the
Cognitive Age, is a transformational point
in human history, poised to redefine the
very fabric of society and human
existence.
Industry 5.0 refers to robot and smart
machines working alongside people with
added resilience and sustainability goals
included. Where Industry 4.0 focused on
technologies such as the Internet of Things
and big data, Industry 5.0 seeks to add
human, environmental and social aspects
back into the equation.

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Industry 5.0: The HUMAN Technology

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i50 Technology Enablers

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What is SDG

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Why SDG

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SDG Goals

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Green & Sustainable Project Management
Sustainable Project Management is the application of methods, tools, and
techniques to achieve a stated objective while taking into account the
project outcome’s entire lifecycle to ensure a net positive environmental,
social, and economic impact.
In order for a project to be sustainable, the focus must be placed on value
creation. Project requirements and constraints must include mitigation of
negative environmental, social, and economic impacts and attainment of
the benefits outlined in the business case.

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Artificial Intelligence (AI): Business Implications
a. Only 20% PMs in 35% companies use AI (traditional &
generative) hence digitally mature, 46% companies use AI to
craft internal comms; 45% economic growth by 2030 is
driven by AI-enabled product variety, mass product and
services & personalization
b. Radical 2030 PM in a Project Economy: 80% of project
management tasks will be run by AI, powered by big data,
machine learning (ML), and natural language processing
(automation, assistance-complementing, augmentation)
c. Digital maturity – the ability to sense and react to disruptive
technology – is a critical capability in today’s environment
(digital strategy & cultural mindset required for its
execution), to turn crisis into opportunity. AI requires digital
maturity from organizations.

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AI Project Management
Artificial intelligence (AI) has been impacting the
execution of project work and the role of the project
manager for some time already.
PMI research shows this impact will only continue to
grow:
❖ In the 2023 PMI Annual Global Survey on Project
Management, 21% of respondents say they are
using AI always or often in the management of
projects
❖ 82% of senior leaders say AI will have at least
some impact on how projects are run at their
organization over the next five years.
❖ 91% of respondents of an unpublished PMI
Customer Experience (CX) survey believe AI will
have at least a moderate impact on the profession,
and 58% say it will have a “major” or
“transformative” impact.
AI project management is the practice of leveraging Artificial
Intelligence (AI) in project management tools, jobs to be done, or
roles. AI is commonly used to improve the efficiency, accuracy, and
organization of project management-related tasks and can be found
in many different aspects of the field and across many industries.

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Why AI in Project Management
Enhanced Decision Making: AI can analyze vast amounts of data rapidly, providing insights that help
project managers make informed decisions. This can be particularly beneficial for risk assessment,
resource allocation, and forecasting.
Task Automation: Routine and administrative tasks, such as scheduling meetings, updating progress
charts, or sending reminders, can be automated with AI, allowing project managers to focus on more
strategic activities.
Predictive Analytics: AI can predict potential delays, cost overruns, or resource shortages by analyzing
historical project data and current project dynamics. This enables project managers to preemptively
address issues before they become critical.
Improved Resource Allocation: By analyzing team members' skills, past performance, and workload, AI
can assist in optimally assigning tasks and resources, ensuring that the right people are working on the
most suitable aspects of a project.
Enhanced Communication: AI-driven chatbots and virtual assistants can facilitate better communication
by providing instant responses to queries, scheduling updates, or even translating conversations in real-
time for global teams.
Stakeholder Engagement: AI can monitor stakeholder engagement levels by analyzing communication
patterns and feedback, enabling project managers to address concerns proactively.
Training and Skill Development: AI can identify skill gaps in a team by analyzing project outcomes and
feedback. It can then recommend tailored training or skill development resources to address those gaps.
Risk Management: AI can continuously monitor various project parameters and external factors to
identify potential risks. It can then suggest mitigation strategies based on past data and predictive
modelling.
Knowledge Management: AI can sift through vast amounts of project documentation and data to
retrieve relevant information, ensuring that project teams have access to the knowledge they need when
they need it.
Change Management: By analyzing historical data, AI can predict how changes in one area of a project
might impact other areas, helping teams navigate and manage change more effectively.

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Example of AI in Project Management

KEY POINTER:
FAQs

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FAQs
S/N Question Answer
1 What if I have no previous PM exposure?
This Bootcamp is not just for project personnel only but for anyone who wants to personal growth. You will get invaluable
experience from interacting with the other participants & acquire personal leadership & growth. Having no previous PM
experience is NOT a handicap so long as you are analytical and determined to excel
2
What if I do not have a (big/current) project
experience?
This is not a pre-requisite as life is full of professional & personal projects. You can write about your personal projects, e.g.
helping an NGO to raise funds, your final year project, your internship assignment, your wedding, your house renovation, etc
3 What if I am not from IT background?
Although most large projects have an IT component, you do not need to know IT to attend the course. This is not a IT project
management course.
4 What if I haven’t had much working experience
You do not need to have any working experience to join, but you need to have an open mind, analytical and great desire for
personal growth
5
What if I need to travel quite a bit to attend the
Bootcamp
We would advise you to look for Airbnb near the training venue (more personal time/convenience to focus and revise)
6 What is the start and end time
Be seated by 8:25am (Day 1-Day 4) & by 7:55am (Day 5). The end time will depend on the participants’ questions and areas
requiring clarification (in short, highly dependent on the participants’ enthusiasm)
7
What if I have ONE urgent company business
meeting I must attend during the Bootcamp?
As we are business-supportive, you may make arrangement to attend the meeting & re-join the training. Please inform the
Training Coordinator a day in advance, we will be happy to arrange a same-day catch-up on the portion you have missed out
8 What if I fall ill during the Bootcamp?
We hope you will get well soon. Please inform the Training Coordinator so that alternative arrangement can be made for you
to continue and complete the Bootcamp
9
What if I have no supervisor or direct staff
reporting to me
This is not a pre-requisite to attend the Bootcamp. To participate in the 360 Feedback, you can draw on the support of your
network of friends/family members, former companies’ associates, etc
10 What is the course’s SOP? The SOP Briefing is always done on the last working day before the Training
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What if there is unexpected holiday/national
emergency during the course?
Further decision will be conveyed via established communication channels (eg email/WhatsApp). The de facto replacement
training day is the immediate Saturday if lessons cannot continue later during the disrupted day

KEY POINTER:
FAQs

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EMERGENCY CONTACTS
Joyce WONG, wongmc@teamsynthesis.com, +6012-219-3284
Andrew KHOO, Khoomh@teamsynthesis.com, +6011-6554-6595
David THEAN, theancl@teamsynthesis.com, +6012-308-7188
Training Coordinator, PLCSecretariat@teamsynthesis.com, +230 5256 3090
Naina CHONG, chongky@teamsynthesis.com, +230-5256-2040
Joyce WONG, wongmc@teamsynthesis.com, +6012-219-3284

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