PMI Announcement: Project Managers who want to be Professionals

By Linky van der Merwe

Project management as a profession has evolved over the years. Many practitioners who have chosen to become professionals did the Project Management Professional certification exam or PMP, offered by the Project Management Institute (PMI).

PMI Exam

For project management practitioners who are considering doing the PMP exams this year, there was an important announcement by PMI that the PMP exam will change and that June 30th 2020, is the last date you can take the exam in it’s current format. It is to accommodate the evolving nature of the profession. The exam is based on the Project Management Body of Knowledge or find out more about the current PMBOK here: PMBOK.

Every 3 – 5 years, the PMI conducts research to understand how the profession has progressed, the impact of emerging trends, and how the responsibilities of project managers have changed. The last research was conducted in 2015 and resulted in the current PMP^® Exam Content Outline .

The changes on the future exam will focus on three new domains:

PEOPLE – emphasizing the skills and activities associated with effectively leading a project team
PROCESS – reinforcing the technical aspects of managing a project
BUSINESS ENVIRONMENT – highlighting the connection between projects and organization strategy

Content that spans the value spectrum, including predictive, agile and hybrid approaches, will be included across the three exam domains. The best way to understand what is included in the exam is to review the updated Exam Content Outline.

Something important that is highlight in the Exam outline:

Where the current PMBOK versions used to be very process based, but aligned to the PMI Talent Triangle – find previous announcement here – the latest outline is more people focused with tasks supporting that. Here you will find the 2020 PMP Exam Content Crossover Map to show where new content is added.

New PMBOK Guide

The current, 6th Edition of the PMBOK Guide has been released 2 year ago: September 2017. We expect that the 7th Edition will reflect some of the changes to the PMP exam that we’ll see from 16 December 2019.

PMI has named Mike Griffiths as co-lead for the 7th Edition of the PMBOK Guide. Mike was involved in the creation of the Agile method, DSDM, and has over 20 years of experience in Agile methods. He’s an Agilist through and through. It seems that the 7th Edition will be a BIG change from recent editions. That is confirmed by this short article on his website. In his own words:

“This will not be just an update, instead a radical departure from all previous editions aligned with PMI’s new digital transformation strategy.
Mike Griffiths

One of the 12 Core Development Team members, Nader Rad, has written about his perspective of the new PMBOK as a shift to a principles based approach.

Reason for PMP exam change

PMI has a commitment to a world class standard of certification. The implication of that is they must base their examinations on a formal Role Delineation Study (RDS) or Job Task Analysis (JTA).

PMI carried out a survey of the trends in our profession that the current PMP exam fails to address. These then fed into their Job Task Analysis to produce a more relevant PMP exam for the coming period. Here, ‘relevant’ means the things project managers do in their real work settings. We all know that the work of project management professionals has been changing; therefore, the PMP exam must change to reflect this.

Conclusion

In my opinion, the changes are reflecting the current PM trends and seem to be addressing some gaps in existing certifications around Team Leadership, Governance and soft skills.

Here is another PMI announcement summary of the changes: Certification changes overview.

One of the Training Partners, OSP International, headed by Cornelius Fichtner, who I recommend as an affiliate, had the following comments on the coming changes:

““As a PMP® trainer, I have always focused not only on teaching my students how to pass their exam but also on how to become better project managers. That is why I think the change in the ECO is a step in the right direction.

With this change, PMI is moving away from the five current and somewhat ‘technical’ domains and shifts the focus of the exam to test a candidate’s knowledge of, and experience, in the skills necessary to actually lead and manage a project.

This is not to say that the knowledge of project management methods, concepts, and techniques, is any less important, but a candidate will now also need to show that they truly know how to lead a project and how to bring it to successful completion.”
Cornelius Fichtner

It is positive to see that PMI seems to have their members and associated professional PM practitioners’ best interests at heart in making these changes to ensure that people are equipped for the challenging and changing business world we are finding ourselves in.

March 30, 2018February 14, 2022 Linky

Top Tips on How to Become a Modern Professional Learner

By Louise Worsley

Professional bodies such as PMI and APM are increasingly recognising the need for informal learning. PMI’s PMP Professional Development Units (PDU) scheme is split 70:30 Professional Development: Giving Back. “Giving Back” encourages social interactions with peers and the sharing of knowledge and skills. APM states that informal learning is a very important part of professional development and provides a list of the kinds of activities that project managers should get involved with.

How we should go about doing informal learning, and how organisations can support project managers in this process is less clear. Here are my four starting steps:

Step 1: Throw out the ‘I need to attend a course’ mentality

Don’t get me wrong – sometimes going on a course is the right thing, but it is not the first stop. ‘Going on a course’ is often an easy option for your line manager and for you. However, it takes much more than attendance on a course to create sustained changes in performance. Being more innovative in thinking about the best ways to grow your skills may result in you identifying you don’t need the course – or – and equally as valuable – ensuring you have considered how the experience on the course results in learning once you’ve complete it.

Step 2: ‘Mash-up’ your learning approaches

You can’t just go to the PMBoK and list off the things you need to know about. It’s not just about what you learn but also how you learn, that matters. For example:

Collaborative activities such as mentoring, workshops and joint problem solving activities support growth of team skills and personality traits such as Emotional Intelligence. They also help form relationships and build better working practices
Reflective activities such as ‘lessons learned’, coaching and personal feedback sessions help us differentiate good strategies from less successful ones. When will this approach work and when should I try something else?
Professional-social activities within your company such as peer-to-peer discussions and forums promote the formation of local communities of practise – expertise and support you can call on when needed.
Professional-social activities in external forums, conferences and social networks broaden the network of expertise you can call upon and provide access to different ways of thinking and new ways of doing things.
Personal learning activities are driven by your needs, interests and curiosity. They can take many forms; reading books and blogs, following twitter feeds and dipping into the plethora of work-related and personal development MOOCs (online courses). Ultimately they fuel our on-going passion to be professional learners.

Step 3: Be social

There’s no better way of reinforcing your learning than sharing it. Consider the socialisation of your learning not as a knowledge-giving process but as a way of testing, growing and connecting your understanding to the knowledge networks of others.

Success Stories Shared

Step 4: Make it personal

If it is as easy as this, why aren’t all organisations doing it already? The real challenge is that this is not something you have done to you. It’s a learning journey that you have to plan and execute yourself. Creating your personal learning environment is more than just responding to immediate needs in the workplace. It’s a way of life, a way of becoming a modern professional learner to meet today’s ever changing challenges.

Personal experience

One of the most successful learning strategies for me has been the gathering and sharing of stories from project and programme managers. Listening to how project managers have dealt with extreme challenges has not only grown my understanding but also inspired me to continue to be fascinated by the field of project management. You will find some Success Stories here.

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About the Author: Louise Worsley is a PPPM consultant at PiCubed and a visiting lecturer in project management at The University of Cape Town. She has a Masters in Online and Distance Education. In 2017 she published the book: ‘Stakeholder-led project management, Changing the way we manage projects’.

October 9, 2017April 11, 2022 Linky

Growth Program for New Project Managers to Help Close the Talent Gap

By Linky van der Merwe

Imagine living in a world where there are 66 million jobs with a growing demand of 2.2 million per year that have to be filled? These jobs require people to implement strategic initiatives, drive change and deliver innovation. Unfortunately, there’s a huge shortage, or talent gap as it’s called, to fill these roles which could result in in a potential loss of some US $207.9 billion in GDP through 2027 for 11 countries that were analyzed.

This is according to the “Job growth and talent gap 2017 – 2027” Report from the Project Management Institute (PMI) published in 2017, based on an assessment of project management employment and industry activity by the Anderson Economic Group (AEG).

Basically it states that there’s a widening gap between employers’ need for skilled project management workers and the availability of professionals to fill those roles.

Talent Gap

These are huge numbers caused by different factors like:

A dramatic increase in the number of jobs requiring project-oriented skills.
Attrition rates, including professionals retiring from the workforce.
A significant uptick in demand for project talent, especially in rapidly developing economies such as China and India.

This has resulted in an imperative to encourage more talent to enter the profession and narrow the talent gap.

With this motivation in mind, I want to introduce you to the Fast-track Growth Program for new Project Managers. It’s an online training program that will help transform an inexperienced project manager who really wants to do well on projects or your typical “Accidental Project Manager”, into a competent, confident and credible Project Manager.

We all know that project managers will face many challenges. That includes handling difficult team members, satisfying demanding customers and working towards impossible deadlines. We want more project managers to succeed and fewer projects to fail. To address the huge demand for skilled talent, we need motivated, independent and professional project managers who are willing to make mistakes, learn from them and still continue to deliver successful projects to the best of their abilities.

To assist new project managers on their journey, the Growth Program will fast-track and ease that transition into project management.

Here’s feedback from a few students who have completed the Growth Program.

Case Study 1

Mark works in the Retail Sector and was assigned to me for mentoring. After years of working as a Systems Manager, he was asked to manage a big project due to his experience and background knowledge of the product. The only problem was that he lacked project management experience and he had no prior training.

He was very motivated to learn fast and I invited him to join the Growth Program for new project managers. This was his feedback:

“The Growth Program taught me about soft skills and what my individual strengths are. The biggest benefit for me was that the Program really embodies the framework of project management and gave me valuable insight and a plan for future growth as a professional PM”

Since completing the Growth Program, he has become clear about the responsibilities of his new role, he knows where to start, what his next steps are, what additional training he requires and most importantly, how to plan his PM career. He gained much confidence and like other new PM’s I mentored, he has become very independent and mature in managing projects.

Case Study 2

Harshiela comes from a Change Management background and having worked on many projects before, she wanted to transition into the project management role.

She completed the Growth Program and had the following results.

“The Growth Program gave me confidence that I have the core knowledge and skills and ways of working that is required in a PM role. The training program highlighted my technical gaps which are development areas that I can fast track while making the transition from a Change Manager to a Project Manager.

I recommend the Growth Program based on the holistic approach looking at the technical skills, soft skills and competencies required. It also provided me with further learning and career options – it really gives the whole picture for someone starting out in the PM profession.”

Case Study 3

Roelof, a senior professional with a MBA degree, was new to project management and needed coaching. He worked through the Growth Program Training Modules and discussed it during coaching calls.

“It taught me the essential technical project management and soft skills that I needed, the importance of Governance to be an effective project manager, as well as the main pitfalls to avoid as a new PM.

I like the customised Personal Growth and Development Plan that gives me a clear direction and that I have reference material to use daily in my role as a Programme Manager.”

Virtual Project Consulting

As the founder of Virtual Project Consulting, it has always been part of my mission to help aspiring and existing project managers. One of the responsibilities I was given in a Programme Manager role in the past, was to mentor and coach the organisation’s new project managers.

From working with many new and accidental project managers, I understand their needs, the challenges they face and their desire to become effective in their new roles quickly. Hence the birth of the “Fast-track Growth Program for New Project Managers“.

It’s a self-paced online training program that will help students grow critical project management competencies, teach them how to overcome their biggest challenges on projects and increase their confidence and impact in the workplace.

If you fall into the category of an ‘Accidental Project Manager’ or you know some-one who does, have a look and enroll today as it may just be the training you need to make you more successful.

August 29, 2017September 2, 2017 Linky

Discover the Basic Principles of Project Management Training

By Knowledge Hut

In the complex world we live in today, project management training needs to teach the discipline of planning, organising, managing, securing and controlling of resources in order to lead them to achieve strategic organisational goals.

There are certain definitive processes taught in project management training covering how to:

Define the project
Plan the project
Monitor and control the execution of the project
Complete and close the project

What are the objectives of project management training?

Project management training focuses on the implementation of management methods and tools that have realistically been in action in several industries for ages. The objective of any project management course should be to teach how to achieve project goals within the constraints of time, budget, quality, benefit realization, customer satisfaction and more. Other objectives are:

To work with the team members, customers, management and project sponsors to deliver according to the agreed project plan
How to apply the normal project standards
How to use project management to increase productivity, cut development costs and improve communications.
To differentiate and understand the art and science of project management skills including technical skills (e.g. scope, quality and communications management) as well as soft skills like leadership.

Basic principles of project management training

For the proper completion of any project, there is a set of basic principles to follow which should be covered in any good project management training. This will include:

A clear definition of the undertaken project

The definition phase is the stage where proper engagement needs to take place with identified stakeholders. This will set the stage for the entire scope of the project.

Maintain the structure of the project

Project management foundation training disciplines students on three basic parameters: quality, time and resources. The structure of any project should abide by these three parameters to derive optimum results in minimum time.

The structure should consist of the necessary project goals, milestones and work packages with assigned resources. Project milestones are crucial as they help to monitor progress and costs. Milestones are defined as a certain point in time, for example the end of a phase of the project. Often payments are attached to milestones achieved.

Maintaining project status transparency

Project status will include feedback on milestones, progress against the timeline and deliverables, risks and the health of a project. it is recommended for project manages to make the project status transparent to management, by updating them on all the overall health, risks, issues and task progress as well as decisions required.

Identify and evaluate potential risks

When you plan a project, it’s important to identify and evaluate potential risks and threats that could impact the project if not mitigated and responded to appropriately. In project management training, students learn to recognise the risks developing from the constraints of costs, project resources, and timeline, and how to prioritise them.

All the principles and objectives above are taught in a project management training environment to setup students for project success. The project success criteria are generally defined prior to the initiation of the work. In addition to the listed principles, the training requires candidates to recognise and adopt the leadership roles and responsibilities which are mandatory for a successful project manager.

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KnowledgeHut offers over 120+ professional certification courses across industries to helps professionals get an competitive edge and boost productivity. KnowledgeHut is an industry-leading knowledge training company for individuals and corporate offices, operating across 70 countries and 6 continents.

Click here for what is on offer for project management training.

February 7, 2017 Linky

Looking for a Project Management Training Service Provider?

Review Article

In the dynamic world we live in today, learning policies within organisations are evolving at rapid speed in response to emerging technologies. Traditional, formal and scheduled training methods have given way to more informal and on-demand forms of learning, with an increasing accent on blended and e-learning delivery modes. Continuous training and collaboration helps organizations stay at the cutting-edge of change.

Global Training Provider

KnowledgeHut is a Global leader in online and classroom training for on-demand certifications like PMP, PMI-ACP, MS Project, PRINCE2 and more. As an industry-leading training company operating across 70 countries and 6 continents, their courses are aimed at delivering measurable improvements in business performance and productivity. Training is delivered across the US, Canada , Germany, Sweden, Netherlands, UK, Ireland, APAC and SE Asia.

Training with KnowledgeHut — Agile and Scrum training in Sydney on 1st February’17

Professionals who have completed their courses are equipped with state-of-the-art knowledge and technical skills that enable them to stay at the forefront of their careers.

KnowledgeHut works with the Global Blended Model of Approach (GBMA), an effective method that makes training and learning easier for individuals and organizations in the industry. This methodology works through a blend of extensive online training in tandem with traditional classroom based learning. Participants have consistently achieved positive training results, with a shorter learning curve and significantly higher retention of the subject matter.

Specialties

KnowledgeHut is a registered Education Provider (REP) of Scrum Alliance, PMI and IIBA. It’s also an ATP of EC-Council, CompTIA, APMG for PRINCE2 training, as well as a certified partner of AXELOS and the disciplined Agile consortium and Scaled Agile Inc.

KnowledgeHut offers an extensive selection of vendor-authorized training and certifications for PMI, Microsoft, APMG, CompTIA, and Scrum Alliance among many others.

Close the skills gap

They specialize in training, consulting, Scrum Master Training, Certification courses as well as e-Learning. Have a look at their Infographic on the Future of IT.

If you want to train with a company whose mission it is to empower human capital through industry accredited, nationally and internationally recognized courses to close the skill gap, visit KnowledgeHut and find the course that will make you more successful in 2017 and beyond.

January 26, 2017July 2, 2024 Linky

Training Service Provider: GreyCampus – Training Project Professionals, Enhancing Careers

Certification training to develop new skills is an important aspect of career advancement. It not only recognizes your skills, but helps you get hired in a dream job. A 2012 Microsoft study highlights certification as an important hiring criteria. For hiring managers, a certification represents high skillsets for a candidate.

In a recent IT professionals survey, more than half of respondents stated that they landed new jobs due to a certification. It is part of important criteria for selection in project management jobs. If you plan to become certified in 2017 and you are looking for training, consider GreyCampus as the one-stop destination for all your training needs.

Introduction to GreyCampus

GreyCampus is a private education management company. Founded in 2014, it has its head office at Dallas, Texas in the United States. It is a leading training provider and has helped train more than 10,000 professionals worldwide. It provides training to professionals in the areas of project management and quality management. It is a registered education provider (REP) for many professional training courses. GreyCampus has also partnered with institutes like PMI, Axelos, PeopleCert, PRINCE2 and more.

Training methods

GreyCampus conducts training through the following methods:

Instructor-led online classes
Instructor-led traditional classroom courses
Self-learning online courses.

Project Management Training

The project management courses at GreyCampus are available in the following modes:

Instructor-led
Online self-learning

The course provides learners with the essential tools needed to pass the exam. It is aligned as per the Project Management Body of Knowledge (PMBoK) Guide, Fifth edition. It is also competitively priced to make learning affordable.

The instructor-led classes, both online and classroom are priced at $999. The online self-learning course is priced at $400.

GreyCampus also offers courses on CAPM and PMI-ACP certifications in different learning modes.

PRINCE2 Training

GreyCampus offers the following courses around PRINCE2:

PRINCE2 Foundation Training and Certification course. It is available in both instructor-led and self-learning modes.
PRINCE2 Practitioner Training and Certification course. It is available in both instructor-led and self-learning modes.
There is also a 3-day instructor-led only PRINCE2 Foundation and Practitioner Combo course.

Project Professionals

GreyCampus training offers short courses to help project professionals earn Category A Professional Development Units (PDU). These PDUs help them keep their PMI certification, to develop themselves and to be up to date in the job market.

For example, the Microsoft Project Fundamentals priced at $5 will earn the student 5 PDUs. The Project Schedule Management Basics priced at $10 will gain the student 10 PDUs.

The other project applicable courses available are Project Collaboration and Management, MiniTab Online Training, Slack Introduction and many more.

Special offer

Project managers who are looking for training in 2017 can check the details of the project management courses on the GreyCampus website. You can check the course schedule, eligibility and location and make your choice as per your needs.

June 16, 2016March 31, 2019 Linky

New Project Manager – How to start projects successfully

By Linky van der Merwe

Most people know that a race is half won when the athlete has a good start! For project managers, a good start is just as important to win the project ‘race’. You will be a successful project manager if you learn to define the project clearly from the outset.

Where to start

The following basic questions need to be answered when starting any project:

Why is the project being initiated?
Who is this work being done for?
Who are the project sponsor(s) and the key project stakeholders that might use the final product, service, or results?
How are we going to achieve the project’s goal and objectives?
What are we going to deliver? What work do we need to complete; what resources and funds do we need to produce these deliverables?
When will we produce the deliverables?
When will the project stakeholders review them?
When will the project sponsor approve and accept the final project outcome?
Where will the deliverables be used?
How will success be measured?

Solid foundation

A project manager needs to lay a solid foundation to start a project successfully. This would include the following:

Define and control the scope
Understand the client’s business drivers
Build strong relationships of trust
Support delivery on the project with appropriate tools, techniques and processes, but tailored to suit the size, culture and context of the organisation

Let’s take a closer look at the building blocks of a good foundation.

Project Definition

When you define the project, you need to begin with the end in mind. This means that you want to know the project vision, objective, high-level requirements, high-level risks and milestones. This is normally documented in the Project Charter.

Based on your understanding of what the project is set out to achieve, you will select the best execution approach.

Scope agreement

Define and agree what is in and out of scope. The components of a scope statement include:

Project justification
Product description
Project objectives
Project deliverables

It is a good practice to document the project scope in a document that is generically known as a Scope Statement. The document has different names depending on which methodology is used. This is to explain what is in and out of scope, a step-by-step process for managing changes in project scope, project deliverables, constraints and assumptions.

Work Breakdown Structure

Based on the agreed project scope, you can continue to create a work breakdown structure, known as the WBS. The WBS is a decomposition of the total scope of the work. A work package is work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed. For more about the WBS, read Project Planning – Work Breakdown Structure.

When you’re new to project management, you may need clarification on project deliverables and milestones. We differentiate between them as follows.

A project milestone is referring to a significant point in time when something is complete. For example, the end of the planning phase could be a milestone. If you use MS Project as a scheduling tool, a milestone will have a zero duration.

A project deliverable is a tangible output of the project, for example, a completed document, a piece of code, or a documented list of requirements or product specifications.

Understand business requirements

Next, you will follow a process of collecting and analysing requirements. It is very important to understand the requirements by answering the questions above. You need to be clear on how you will measure each benefit that is realised.

Build strong relationships of trust

You will have to identify all stakeholders to the project. You also need to plan how you will effectively engage stakeholders throughout the project life cycle.

Support delivery

By now you should have a good understanding of the size, culture and context of the organisation in which project execution will take place.

If your organisation has a Project Management Office, you will have a standard project management methodology that is customised to the needs of the organisation. That will give you access to tools and processes that can be used to support the delivery of your project.

If not, you will need to select appropriate tools, techniques and processes, which will help you to execute your project. Consider using a standardised project management templates from Method 123 that will guide you through the project processes of Initiation, Planning, Execution and Closure.

After having a great start, it’s time for Planning! Read the short article on Time Management and Gantt Charts as a planning tool.

If you’re new to project management and would like to grow critical project management competencies fast, check this self-paced online training, called the Growth Program today.

Save

January 18, 2016January 16, 2016 Linky

Attention Aspiring Project Management Professionals

Important announcement for project managers who plan to do the PMP exam in 2016.

The Project Management Institute (PMI) has changed the PMP Exam on January 11th. Cornelius Fichtner has published information in this regard on his PM Prepcast website and explains what it means for you. This is to share it with you and to help answer any questions you may have while preparing for this important exam.

Click here to read more

Remember that there’s a 10% discount on the PM Prepcast in January, which means $18 off if you use coupon code Jan16

December 18, 2015February 13, 2022 Linky

Reflections on 2015

Another year is coming to an end which calls for a personal reflection on the year of 2015. What a wonderful journey it has been with numerous highs and very few low points.

Memorable moments

There were plenty of highlights in 2015. At work we concluded a 14-month long Programme successfully. I facilitated a number of closing workshops and project reviews on lessons learnt. Many new relationships were developed with a few growing into friendships that will outlast the projects. What will make this Programme very memorable, is the honour of receiving a CIO award for Delivery Excellence at the end.

As one Programme came to an end, I moved on to the next Programme with its own challenges, complexities and relationships to be formed with new team members. And in that lies the pleasure and fulfilment of being a professional project manager. There is never a dull moment and what an interesting journey to get to know new processes, systems and new people. To work with and appreciate all the talented individuals who are chosen to work on big corporate Programmes.

Virtual Project Consulting

As far as Online activities are concerned, our presence through Virtual Project Consulting, continued to grow as a website with the most comprehensive recommended resources about project management software, training, products, books and events.

In the blog section appeared several articles covering leadership, change management, project methodology, project success stories from experienced project managers, guest posts, reviews of different project software, how to compare online project management software, Agile project management and emotional intelligence among others. Podcasts of our Best Practice articles, as well as the Success Stories have been published.

Contributing Author

This year a Book opportunity presented itself to me through an invitation to contribute a Chapter to a book about the Strategic Integration of Social Media into Project Management Practice, due for publishing in 2016. This came about as a result of the extensive research I have conducted in prior years around the use of social media for small business marketing, and more specifically in the project management context.

Anniversary

On the personal front, I am privileged to share that 18 December 2015 is my 22 year wedding anniversary, and I consider it a blessing to be happily married with three children as a reminder of our faithful commitment to each other.

Game Changers

There were a few events that shifted my priorities this year. I worked with a coach who really helped to broaden my perspective, but at the same time, who guided me to focus on getting specific things done that will contribute greatly to growing my online business in future. Some strategic partnerships were also formed which could lead to interesting new opportunities in the new year.

I had my first experience of running my own webinars, of doing a Pilot training program and eventually developing a fully online, self-paced Growth Program for New Project Managers aimed especially at the many Accidental Project Managers in every organisation.

This makes me look forward to making more contributions to the project management field in future. Like a quote from Audrey Hepburn saying: “Nothing is impossible, the word itself says I’m possible”.

I will continue to live and work my passions and to always be grateful. I wish you a happy and fulfilling time with your loved ones over Christmas and a Prosperous New Year in 2016!

If it’s your first time visiting, please subscribe to Virtual Project Consulting not to miss future future articles, tips and success stories!

October 13, 2012 Linky

Project Management Leadership Master Class

By Kiruben Reddy

This promotional article is aimed at seasoned project and programme managers in South Africa who aspire to be more successful and outstanding in how they deliver projects. The information to be presented will also apply to CEO’s, Managing/ Project/Chief Directors, Engineering Directors, Project Leaders, Operations Executives, COO’s, HOD’s, I.T. Directors, Municipal Managers, Financial Project Managers, Team Leaders, Project Planning Managers, Business Analysts, Construction Managers.

Organisations more than ever are under pressure to operate and deliver more effectively and efficiently, place greater emphasis on stream-lining internal operations, increase focus on customer needs, on superior service delivery in relation to competitors and within shorter timeframes. This is necessary to retain their existing customer base as well as to increase their market share. With the current rate that Companies are moving at globally, coupled with the pace of change, now more than ever an organisation’s ability to execute (on time, on budget, to stakeholder expectations) is not only good for business but is a necessity.

This shift in mind-set requires organisations to have the ability to manage and effectively utilize their resources to the best of their ability to derive direct tangible value through the projects they initiate.

The Project Management Leadership Master Class will provide you with the essential insights in today’s industry and project efficiencies and touch on what’s required today to initiate, manage, monitor and drive delivery through the life cycle of a project successfully. Delivery is not only measured by the fact that it was brought to existence, but the manner in which it was executed and whether it is in line with the original expectations and business benefits of what it was intending to deliver.

Key strategies to be discussed, include:

Implementation of a project lifecycle methodology
Risk Management
How to deal with shortage of project management skills in South Africa
Achieving project results through our people

For more information, download the Project Management Leadership Master Class brochure and register for this today.

About the Author: Kiruben Reddy is the General Manager of Solutions Bridge, a 100% Black Women Empowered company and is Level 3 B-BBBEE certified. Your organization can recognize 110% of your spend for the Leadership Master Class hosted by them.

March 11, 2011June 17, 2024 Linky

Understanding PRINCE2 and How to Implement

Today is the second article in the 2-part series for project managers to understand PRINCE2 and how it can be implemented. Now that you know that PRINCE2 is a process-based approach to project management, you may be interested in the history of PRINCE2.

What is the history of PRINCE?

PRINCE stands for Projects in Controlled Environments. It is a project management method covering the organisation, management and control of projects. The Central Computer and Telecommunications Agency (CCTA), now part of the Office of Government Commerce (OGC), first developed PRINCE in 1989. The intention was to produce a UK Government standard for IT project management.

Since its introduction, PRINCE has become widely used in both the public and private sectors and is now the UK’s de facto standard for project management. Although originally developed for the needs of IT projects, PRINCE has also been used on many non-IT projects. The latest version of the method, PRINCE2, is designed to incorporate the requirements of existing users and to enhance the method towards a completely generic, best practice approach.

How is PRINCE2 implemented?

The most important prerequisite to implementing PRINCE2 is awareness and buy-in at the most senior level of the organisation. Once this has been achieved, project staff (from sponsors right through to team members) can be trained to a level of competence appropriate to their individual roles. This training also provides staff with the skills necessary to oversee the PRINCE2 implementation, though often it is recommend to use an external consultancy. This can inject in-depth knowledge not just of PRINCE2, but of the ways in which both the method and the organisation’s existing business processes must be married together to create an environment in which PRINCE2 can deliver maximum benefit.

PRINCE2 training

There are different levels of training available for PRINCE2.

Overview: Aimed at managers new to formal project management methods, plus senior managers and executives considering the introduction of PRINCE2 into their organisations.

Foundation: For those who will be involved in projects, but not necessarily in a leading role, such as project support staff.

Practitioner: For anyone requiring an in-depth understanding of PRINCE2, particularly current or aspiring project managers.

Both Foundation and Practitioner training lead to optional examinations that will provide successful delegates with an internationally recognised qualification.

Visit the AFA PRINCE2 Training for more details if you’re interested. Also visit the Resources page for more training providers in the project management space.

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December 11, 2009September 27, 2013 Linky

What Is Project Success?

Why excellence in project management is not enough

By Robert Buttrick

The only reason for undertaking a project is to add value to an organisation in pursuit of strategic objectives. A project, which does not do this is useless or a sink for scarce resources.

Projects, however, do not directly create value. Projects deliver new capability to an organisation, but it is the organisation itself, which creates value by using those capabilities. Value creation (benefits realisation) usually happens after a project has been completed.

If a project is truly a vehicle of change which will add value, it must have:

Alignment: It is aligned to the company strategy
Priority: It has high priority relative to other change initiatives which may use the same resources
Positive impact: It impacts somebody’s budget, somewhere in the organisation either by decreased costs or increased revenues.

Define project success in project managment

When talking about successful projects we must understand what the word “successful” means. Success is too often interpreted through the differing eyes of stakeholders.

Successful project management ensures the delivery of a specified scope, on time and to budget. It is related to how efficiently a project is managed. This should be assessed during the project closure review, documented in a project closure report and measured by timeliness of delivery milestones, adherence to budgets and quality. This is associated with the role of the project manager.

A successful project realises the business objectives it was set up to achieve as stated in a business case^a. It is related to the effectiveness of the project in meeting the objectives set. The post implementation review (post-project review) assesses this. Measures of success here must be indicative of the business objectives being achieved. This review therefore has to happen some time after the output of the project has been put into use. It is associated with the role of the project sponsor^b.

A successful company drives towards its strategic objectives whilst fulfilling expectations of shareholders, managers, employees and other stakeholders^c. Measures for this are at a corporate level and should be financial and non-financial (e.g. balanced score card). This is associated with the role of the Chief Executive.

What actually counts is whether the organisation, as a whole, is successful or not. The likelihood of business success is increased if the projects undertaken align with the organisation’s strategy. Success can be enhanced if best practice project management is undertaken. The aim is to ensure the linkage from successful project management to successful projects to a successful company remains effective.

How to measure and realise benefits

For benefits realisation and measurement to be effective therefore, an organisation must have:

A business strategy and goals communicated in sufficient detail to be useful to decision makers: this will facilitate strategic alignment
A business plan, which explicitly demonstrates how the company’s resources are to be used in operating the organisation in its current state and investing in future capabilities in order to achieve future benefits;
Measures by which the whole organisation can monitor its progress towards strategic objectives and may be used to aid prioritisation decisions.

Without these three fundamentals, business-led, or benefits-driven project management has little to tie into, regardless of how well each individual project is managed or directed.

GLOSSARY EXPLAINING TERMS USED:

BUSINESS CASE: A document outlining the justification for the initiation of a project. It includes a description of the business problem (or opportunity), a list of the available solution options, their associated costs and benefits and a preferred option for approval
PROJECT SPONSOR: Individual or group within organization that provides the financial resources for the project.
STAKEHOLDERS: Individual and organizations that are actively involved in the project or whose interests may b positively or negatively affected as a result of project execution or completion; also some-one who exert influence over the project and its results.

References

This article is adapted from Part 2 of The Project Workout, 4th edition, Robert Buttrick, Financial Times/Prentice Hall, 2009.

Do you think your business projects are creating value? Please share your thoughts……