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P8 · LEADERSHIP & TEAMS

Leading Multi-Functional Project Teams to Peak Performance

The leadership and behavioural spine of Pi System v2.0 — the program that builds the human capability to turn Pi deliverables into decisions, from team purpose and communication through coaching, facilitation and change leadership.

Program 812 courses · Foundation to ExpertPi System v2.0 aligned
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Pi System v2.0 aligned
All four Pi levels, all four PDCA phases
Cross-cutting: people and leadership
Approved by PIOTICON C&D Governance
The program

The program that turns deliverables into decisions.

P8 is the leadership and behavioural spine of Pi System v2.0. It does not own a large process or deliverable footprint of its own. Instead it builds the leadership, communication, collaboration, coaching and change capability that allows every other program to convert Pi deliverables into decisions.

It is a soft-skills program tagged to RASCQIE roles at each Pi level, with one direct Pi v2.0 mapping — Course 11 owns GC02 (Lessons Learnt & Continuous Improvement) producing G-830 (Continuous Improvement & Transformation Roadmap) — and a broad reinforcement footprint across the narrative-heavy deliverables of P6, P7 and P9.

Program codeP8
Pi levelsGovernance, Master, Package, Detail — all four
Primary domainCross-cutting (people, leadership)
Tier mix2 Foundation · 4 Intermediate · 3 Advanced · 2 Expert
CapstoneLeading Change in Project Organisations (Course 11)
UnderpinsEvery other program in the nine-program portfolio
Audience

Built for every PMC role with a leadership component.

P8 is unique among the nine programs in that every role with a leadership component is in scope. Role-by-role specificity comes through target-role assignment in the course metadata, not by narrowing the audience. Roles are listed verbatim from the Pi v2.0 Roles Register.

The people who lead the teams, and run the rooms where decisions happen.
Project Director
Mandatory across all eleven courses. Named target on Course 8 (psychological safety), Course 10 (influence) and the Course 11 change capstone.
Project Manager
Mandatory across all eleven courses. Full sequence required for the PD/PM pathway in the v2 Overview.
Project Control Manager
Mandatory, full sequence. PCM is a named target role in 7 of the 11 P8 courses.
Planning Manager / Engineer
Elective — Courses 1, 2, 3, 5 and 7. Communication, collaboration, team dynamics and coaching for planning leadership.
Risk Manager / Coordinator
Mandatory subset — Courses 1, 2, 7, 8, 9. Course 8 is critical for honest risk surfacing.
Package Manager
Mandatory subset — Courses 1, 2, 3, 4, 9. Multi-functional team leadership and cross-interface conflict are core to the role.
Project Control Engineer
Named target on Course 9. Facilitation and meeting mastery for integrated controls reviews.
Lean Specialist / Lean Coordinator
Elective — Courses 1, 2, 7, 8. Coaching and psychological safety are essential to Last Planner culture.
Construction Manager / Engineering Lead
Intermediate and Advanced tiers. Leads a discipline team and represents it at package level.
What you'll be able to do

Eight capabilities a graduate walks away with.

Every outcome is a leadership behaviour you'll be able to demonstrate on a real project — assessed against a rubric, not opinion.

Clarify team purpose, outcomes and ways of working for multi-functional PMC teams operating across Governance, Master, Package and Detail Pi levels.
Communicate with impact across the full PMC audience stack — field crews, peers, project leadership, executives, board (PLT) and external stakeholders — tailoring narrative, format and channel to the decision context.
Resolve conflict and negotiate constructively across functional, contractual and organisational boundaries, particularly in commercial, risk and package-level interface settings.
Build and sustain psychological safety in high-stakes PMC teams, enabling honest reporting, dissent without retaliation, and the early surfacing of risks and issues.
Coach and mentor next-generation PMC professionals into Planning, Cost, Risk, Controls and Lean roles, building durable capability that outlasts any single project.
Facilitate workshops, governance forums and decision meetings where Pi v2.0 deliverables are debated, challenged and approved.
Influence without authority across multi-discipline interfaces, particularly when leading cross-functional integration of scope, schedule, cost, risk, controls and performance data.
Lead a change initiative through GC02 (Lessons Learnt & Continuous Improvement) producing G-830 (Continuous Improvement & Transformation Roadmap) at board-grade quality.
The curriculum

Eleven courses, self and message to organisational change.

The sequence follows the behavioural progression of leadership development: self and message (1–2), interpersonal capability (3–6), developing others (7–9), then organisational influence and change (10–11). Once approved, it may not be reordered without a Change Log entry.

Tap any course to expand its detail
01P8.C01Leadership Fundamentals for PMC ProfessionalsFoundationCross-cutting · All PDCA

Establishes PMC leadership language, models and self-leadership practice. Anchors every subsequent course.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
02P8.C02High-Impact Communication for Project TeamsFoundationCross-cutting · All PDCA

Builds clarity, influence and audience-tailored communication. Foundation for facilitation, coaching, negotiation and change work.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
03P8.C03Cross-Functional Collaboration & IntegrationIntermediateCross-cutting · All PDCA

Builds multi-disciplinary collaboration practice. Required for conflict, facilitation and influence courses.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
04P8.C04Conflict Resolution & NegotiationIntermediateCross-cutting · All PDCA

Builds constructive conflict and negotiation capability. Reinforces commercial (P3), risk (P4) and package (P5) interface work.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
05P8.C05Team Dynamics & High-Performance CultureIntermediateCross-cutting · All PDCA

Builds team formation, performance norms and ways of working. Pre-requisite for psychological safety and coaching.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
06P8.C06Emotional Intelligence at WorkIntermediateCross-cutting · All PDCA

Builds self-awareness, regulation, social awareness and relationship management. Foundation for Advanced and Expert tiers.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
07P8.C07Coaching & Mentoring Skills for PMC LeadersAdvancedCross-cutting · All PDCA

Builds coaching and mentoring capability for PMC role progression. Enables capability transfer across the academy.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
08P8.C08Psychological Safety in High-Stakes TeamsAdvancedCross-cutting · All PDCA

Builds the conditions for honest reporting, dissent without retaliation and early risk surfacing. Critical for governance and risk culture.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
09P8.C09Facilitation, Workshop Design & Meeting MasteryAdvancedCross-cutting · All PDCA

Builds facilitation and meeting design capability. Directly supports risk workshops, governance forums, package interface meetings.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
10P8.C10Influence Without Authority for PMC LeadersExpertCross-cutting · All PDCA

Builds organisational influence capability for senior PMC roles. Enables cross-functional leadership in matrixed environments.

Deliverables built
n/a — cross-cutting capability (by design)
Pi level — All four levels
11P8.C11Leading Change in Project OrganisationsExpertPMC Governance · Act · GC02

The capstone. Produces G-830 Continuous Improvement & Transformation Roadmap via GC02 — the capstone behavioural and deliverable artefact for P8.

Deliverables built
G-830 · Continuous Improvement & Transformation Roadmap
Pi level — Governance / Master
What you produce

One governed deliverable you own, seven you make better.

P8 produces G-830 directly through Course 11 and GC02. Its wider value is reinforcement — lifting the quality of how the narrative-heavy deliverables owned by P6, P7 and P9 are produced, discussed and decided.

G-830Direct · capstone
Continuous Improvement & Transformation Roadmap
G-810Reinforcement · coaching
PMC Capability Assessment
G-820Reinforcement · facilitation
Controls Community of Practice Outputs
M-540Reinforcement · communication
Master-Level Performance Report
M-550Reinforcement · communication
Master-Level Performance Insight Pack
M-620Reinforcement · facilitation
Performance Review Pack
I-620Reinforcement · facilitation
Package Performance Review Pack
D-650Reinforcement · coaching
Last Planner Performance Report
How it's structured

A progression of depth, tier by tier.

Tier governs depth; Type governs pedagogy. P8 is the program where Type 3 (leadership and behaviour) dominates — a Merrill and Gagné backbone with Kolb reflection, behaviour rehearsal and peer coaching tied to real project meetings.

Four maturity tiers
Foundation2 courses
Run a huddle, write a page
Working knowledge of PMC leadership language, communication models, audience tailoring and self-leadership practice.
Intermediate4 courses
Make the team work
Independent practice of collaboration, constructive conflict and negotiation, team formation and emotional intelligence. Can lead a discipline team and represent it at package level.
Advanced3 courses
Grow others, own the room
Coaching and mentoring, building psychological safety, and facilitating the workshops, risk reviews and governance forums where decisions happen.
Expert2 courses
Influence and lead change
Organisational influence without authority, and leading change initiatives that produce a board-grade G-830 roadmap.
How it's delivered
Half-day workshop≈ 4 effective hours — the default delivery format for each course.
Behaviour rehearsal and Kolb reflectionReal case dilemmas, role-play, after-action reviews and observed leadership practice.
Peer coaching circlesPractice tied to real project meetings, governance forums and stakeholder interactions.
Observed capstoneCourse 11 delivers G-830 plus observed leadership practice across at least three settings.
11
Courses across four tiers, Foundation to Expert
4
Pi levels and four PDCA phases, all covered
G-830
The governed capstone deliverable you produce
9
Programs P8 underpins across the portfolio
Questions

What PMC leaders ask first.

Who is this program for?
Every PMC leadership and lead-role family: Project Director, Project Manager, Project Control Manager, Planning Manager, Risk Manager, Package Manager, Project Control Engineer, Lean Coordinator and Construction Manager. It is mandatory or elective for every PMC leadership pathway.
Why do most courses show no Pi deliverable?
By design. P8 is the cross-cutting people-and-leadership program. It builds behavioural capability rather than producing a specific Pi deliverable, and the Pi v2.0 taxonomy does not permit forcing or approximating a code where none applies. Only Course 11 carries a direct mapping: GC02 → G-830.
Is this just a soft-skills bundle?
No. At v1.x this content was carried as cross-program soft-skills electives. At v2.0 it is a standalone, fully-tiered program (Foundation → Intermediate → Advanced → Expert) with per-course Pi v2.0 metadata and a governed capstone deliverable.
Do I need to take the courses in order?
Yes. The behavioural progression is deliberate: self-awareness and clarity precede interpersonal skill, which precedes team leadership, which precedes organisational influence and change leadership. Re-sequencing requires a Change Log entry and approving authority sign-off.
What is the capstone?
A G-830 Continuous Improvement & Transformation Roadmap produced through GC02 for a real or representative project organisation, supported by observed leadership practice across at least three of: a facilitated stakeholder workshop, a recorded coaching conversation, an executive-grade communication artefact, a documented conflict-resolution scenario, and an after-action review of a real decision meeting. Minimum tier for participation is Advanced.
How does P8 relate to the other programs?
P8 is the connective tissue of the portfolio. It feeds G-830 to P7 lifecycle governance and receives G-810 (PMC Capability Assessment) from P7 to target coaching priorities. It runs parallel to P1–P6 and P9 — facilitation for risk and estimating workshops, negotiation for commercial work, communication for performance narrative, coaching for Last Planner culture.
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