Project Management for Executives

Two days that give your operations heads and functional managers a method for work they are already accountable for.
No exam, no PMI eligibility requirement, and nobody is asked to become a project manager. They leave able to scope a commitment, see a risk before it lands, and read a status report for what it is not saying.
Two days
20 participants
No eligibility requirement
PDUs on request

The people this is for are not beginners

They run functions. They hit numbers. What they have never been given is a method — so when work arrives that is genuinely a project, they run it on judgement and relationships, which works until it does not.
That is not a training gap you fix by sending them on a certification course. It is two days of structure for people who will never sit a PMI exam and do not need to.

Commitments made before they are sized

A date is agreed in a meeting, and the work to reach it is estimated afterwards. Everything downstream inherits that order.

Status reports that agree with each other

Every function reports green until the month it cannot. Nobody is lying; they are each measuring something different.

Risks discussed only once they are issues

The conversation happens, but after the cost is already committed rather than while it is still a choice.

What they can do on the Monday

Two days is short, so it buys capability rather than coverage. Four things, each of which changes a conversation they are already having.
01

Tell a project from ordinary work

And run it differently when it is one, instead of absorbing it into the day job until it is too big to absorb.

02

Size a commitment before making it

Scope, effort and the trade-off between them — so a date they agree to is one they have actually tested.

03

Name a risk while it is still cheap

Surfacing it early, owning it explicitly, and deciding what to do about it before it becomes this month’s problem.

04

Read a status report properly

What green means, what it hides, and the question that makes a report say something. The most useful two hours for anyone who chairs a review.

Nobody in the room is being taught to do their job

This is the concern worth raising before you book it, because senior people resent training that mistakes them for juniors — and rightly.

Their work is the material

The case studies can be rebuilt around your own projects and your delivery process, so the examples are things they recognise and have opinions about.

It is taught as judgement, not procedure

Situations first, then what a structured answer would have been. Nobody is asked to memorise a process group.

Taught by someone who has run them

Sixteen years leading projects and programmes at Microsoft, Tech Mahindra and Sapient, and a contributor to the PMBOK® Guide.

Where it leads, for the people who want more

Two days is a complete thing in itself, and most people in the room will stop there and be better at their jobs for it. For the ones who find they want the credential, this is the first step towards it — the same vocabulary, taught by the same person, and nothing to unlearn later.
It is also the honest answer when a team is mixed. People who do not yet meet PMI’s experience criteria cannot join a PMP cohort, and putting them in one wastes four of their days. They come here instead, and go on to the PMP workshop when their months qualify.

How it runs

What you are deciding How it works
Duration Two days
Cohort size Twenty participants from your organisation
Eligibility None. Anyone who is accountable for work getting delivered belongs in the room
Delivery On-site at your premises, or as a private virtual classroom
Location Anywhere. Travel, stay and meals for on-site delivery are arranged and borne by you
Scheduling Dates set around your team’s calendar
Time zones Sessions display in your own time zone, and the working window is agreed with you
Content The standard programme, or case studies rebuilt around your own projects
PDUs Available on request, for participants who already hold a PMI credential
Price Per day, quoted on request. Invoiced in your company name with GSTIN

What training teams ask about the executive workshop

For what it sets out to do, yes. It is not a certification course and does not pretend to cover what one covers. It buys four capabilities — telling a project from ordinary work, sizing a commitment before making it, surfacing a risk early, and reading a status report properly — each of which changes a conversation these people are already having every week.
It is a fair concern and the main thing the design guards against. The material is built on situations rather than procedure, the case studies can come from your own projects, and it is taught by someone who spent sixteen years running projects and programmes before she taught them. Nobody is asked to memorise a process group.
No. There is no PMI eligibility requirement and no prerequisite. Anyone accountable for work getting delivered belongs in the room, whatever their function.
PDUs are available on request for participants who already hold a PMI credential. Say so when the dates are being fixed and it will be arranged.
No. The PMP workshop is four days aimed at an exam, for people who already meet PMI’s experience criteria. This is two days aimed at how work gets run, for people who may never sit an exam. They share a vocabulary, which is why one leads naturally to the other, but they are built for different rooms.
Better not to. The two groups want different things from the same two days, and the discussion is what makes the workshop work. Run them separately — the executives here, the project managers on the PMP cohort.
Priced per day and quoted on request, because the figure depends on delivery mode, location and how much of the material is rebuilt around your projects. Invoicing is in your company name with GSTIN.
KAVITA SHARMAThinking about the executive workshop? Ask Kavita directly.
Ask Kavita

Who teaches it

Kavita Sharma designs the material, runs the two days and answers the questions herself. In-house workshops have been delivered for teams at Accenture, Airtel, IOCL, Schneider Electric, Sodexo and Panasonic.

PMBOK® Guide contributor

Significant Contributor to the Sixth Edition and a contributor to the Eighth Edition.

Sixteen years a practitioner

Leading projects and programmes at Microsoft, Tech Mahindra and Sapient.

PMI Authorized Training Partner

Coaching PMP, PgMP, PMI-ACP and CAPM candidates full time for over ten years.