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Module One: Leading Teams with Everything DiSC 
Learning Objectives: 

• Explain the DiSC assessment model and understand your own communication style. 
• Describe the stages of team formation. 
• Apply DiSC insights to strengthen team dynamics and build more functional teams. 
• Adapt your communication approach to improve interpersonal effectiveness across diverse team members and situations. 

Module Two: Ethical Decision‑Making for Project Executives 
Learning Objectives: 

• Identify a structured framework for making ethical decisions in project environments. 
• Analyze how and where ethical issues commonly emerge in construction leadership and project delivery. 
• Evaluate your ethical decision‑making processes using real‑world criteria. 
• Discuss ethical case studies and hypotheticals to explore practical applications and consequences of ethical choices. 

Module Three: Motivation and Situational Leadership 
Learning Objectives: 

• Identify the fundamentals of intrinsic and extrinsic motivation and how they influence team performance. 
• Explain the leader’s role in creating a safe and motivating work environment. 
• Describe the core styles within Situational Leadership and when each is most effective. 
• Apply the appropriate leadership style based on team readiness, task complexity, and situational needs. 
• Practice reflective techniques to improve leadership effectiveness. 

Module Four: Decision Making Frameworks for Project Executives 
Learning Objectives: 

• Explain key decision‑making frameworks used in project leadership. 
• Identify the essential steps involved in effective decision making. 
• Apply a structured decision‑making framework to a construction case study. 
• Analyze a real‑world project scenario to determine an informed and defensible course of action. 

Module Five: Productivity Improvement for Project Executives 
Learning Objectives: 

• Recall the core goals and essential features of Lean Construction. 
• Discuss practical opportunities to apply Lean principles on construction projects. 
• Define key concepts and methods for identifying and controlling waste on a jobsite. 
• Identify the fundamental tools used within Lean Construction practices. 
• Recognize the value of reliable workflow and describe how planning processes shift under Lean Construction, including the use of the Last Planner^® System. 

Module Six: Using Forecasting to Better Manage Your Project 
Learning Objectives: 

• Explain the key components and concepts within Earned Value Analysis (EVA). 
• Assess project performance and status using Earned Value metrics. 
• Calculate essential Earned Value measures to evaluate cost and schedule performance. 
• Develop performance indicators and dashboards to monitor project activities. 
• Create more accurate cash flow projections to support proactive financial management. 

Module Seven: Elevating Business Development Through Relationships, Service, and Value 
Learning Objectives: 

• Explain effective strategies for differentiating a firm in a competitive marketplace. 
• Apply principles of exceptional client service to strengthen trust and enhance the project experience. 
• Discuss approaches for building and sustaining long‑term client relationships. 
• Evaluate how to position and compete on value rather than price to improve win rates and client satisfaction. 

Module Eight: Understanding and Negotiating a Fair Contract 
Learning Objectives: 

• Identify high‑risk (“killer”) contract clauses that can impact project performance and liability. 
• Evaluate basic contract and subcontract language to determine obligations, risks, and protections. 
• Identify key contractual provisions that support the defense and resolution of claims. 
• Explain the importance of thorough and timely documentation in protecting project and organizational interests. 
• Apply effective negotiation techniques to achieve fair, balanced, and mutually beneficial contract terms. 
• Describe the primary types of dispute resolution and when each may be appropriate. 

Mark Rounds
Professor of Construction Management (Retired)

Mark Rounds recently retired as Assistant Professor and Program Director of Construction Management at the Milwaukee School of Engineering (MSOE). He brings 40 years of construction industry experience, including leadership and project management roles with Vogel Bros. Building Co., The Boldt Company, Boller Construction, and Hensel Phelps Construction Co. A licensed Professional Engineer in Wisconsin, Mark holds a Civil and Environmental Engineering degree from the University of Wisconsin-Madison and has been recognized with the Daily Reporter’s Educator of the Year award and the MSOE Faculty Appreciation Award.

Mark Federle, P.E., Ph.D. CM-Lean
Associate Dean for Academic Affairs
Marquette University

Mark Federle is currently the Associate Dean for Academic at Marquette University. Previously, he was Chief Information Officer for The Weitz Company in Des Moines for 9 years. Prior to joining The Weitz Company, Federle was the Professor-in-Charge of Construction Engineering program at Iowa State University, where he taught for nine years. Mark earned his PhD and Masters in Construction Engineering and Management from the University of Michigan. Mark is a licensed Professional Engineer and a Certified Professional Constructor and a CM-LEAN. Mark was awarded The Career Achievement Award by Rose-Hulman in 2005. He was recognized by ������˾�� of America as Instructor of the Year in 2011. He is a Fellow of ASCE. He is a member of the National Academy of Construction.