WHEN TO TAKE PROJECT MANAGEMENT TRAINING TO THE NEXT LEVEL

Project management training isn’t a set-it-and-forget-it type of undertaking. It’s something that should always be evolving to address changing needs, new views on best practices, and ever-advancing technology tools. With that in mind, we put together a few scenarios to look for that signal it’s time to take Project Management training—either for individuals within your group or for the PMO as a whole—to the next level.

 

When the skills you want to develop are highly specific or uncommon. Generic training typically won’t suffice when targeted disciplines are involved. Whether it’s industry-specific (such as a competency related to regulatory compliance) or a niche job skill (software platforms that require detailed knowledge, for instance), sessions that are narrowly focused will typically give your team the best bang for their training buck. For results that maximize investments of both money and time, look for a consultant who specializes in the areas or competencies you want to address, and who can tailor training to your organization’s specific needs.

 

When you want to train the trainer. Most standard training opportunities are great for the majority of project professionals, but if you want to create an in-house expert, it’s time to move things up a notch. Look for elevated training that not only includes deeper insight into project management competencies, but also has a curriculum that deals with the skills needed to successfully transfer knowledge to others. Remember—teaching is a skill of its own!

 

When an individual has trouble picking up new skills during standard training courses. Some folks just learn in different ways, so take the time to look for different, possibly unconventional types of training opportunities. Sessions that focus on increased participation, or perhaps even a short-term internship, may offer individual team members the kind of educational experience that suits their style.

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

 

More posts on Project Management Training:

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

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WHY YOUR BEST PROJECT MANAGEMENT PRACTICES MIGHT SUCK

Project management professionals often work hard to incorporate best practices into their PMOs. From creating a workable budget to conducting a useful post-project analysis, best practices stand ready to help PMs execute their projects and achieve their objectives. But sometimes, best practices become little more than words on paper (or aspirations that are discussed only when things go wrong). If your team is feeling stagnant, see if your real-world use of best practice methodologies might be less than ideal.

 

You haven’t revisited them in years. Project management best practices, like most things, can go stale after a period of time. The fundamentals are likely to stay the same, but innovations such as new technologies should be incorporated to continue moving your PMO forward. Stay plugged in to industry groups, to be sure your team has the latest information on trends. Attend conferences and seminars so you know what other thought leaders are doing.

 

You haven’t matched them to your organization. Even well-intentioned plans usually need to be tailored to fit the available resources of a company. Workflows are different in every PMO, and those best practices will likely need a bit of tweaking to be most effective. Look around and see what you have at your disposal—time, talent, and funding—and where your team is strongest. Then make the most of what you have.

 

You aren’t really following them. You probably think about them, and chances are good that you discuss them from time to time. But is your team really applying project management best practices in their everyday routines? If it seems you’re struggling to keep up, or if accomplishing the most basic of tasks feels like recreating the wheel every time, it might be time to reevaluate how well you’ve incorporated those best practices into your PMO’s workflow.

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

We’ve talked about the benefits of Project Management Training and even covered some of the secrets of putting together a good training program. But sometimes just figuring out when to pack training into an already crowded schedule is the hardest part. Below are 6 ninja tricks for getting more training in your PMO.

1 – Use what you have. Is someone on the team a guru when it comes to a piece of legacy software? See if they’ll give a quick brown bag session that includes a cheat sheet with the platform’s coolest tricks. It’s a fast, free, no-fluff way to get targeted training.

2 – Make meetings do double duty. You can’t cram training into every project meeting, but you can assign the task of ferreting out at least one low-cost training opportunity to a member of the team on a rotating basis. Have them present their findings as an agenda item.

3 – Connect with external mentors. Industry groups regularly pair experienced mentors with new professionals. The cost is usually free, aside from any dues you pay to be part of the organization.

4 – Build education time into purchase contracts. Did you just buy a new piece of equipment? See if the manufacturer will throw in a factory tour that includes an “Installation and Maintenance 101” session.

5 – Make software training mandatory. When shopping for new software, always include a training line item in the budget. You’ll maximize your software investment when the team can use the platform to its full potential.

6 – Volunteer. Professionals who donate their time at project management conferences and local business functions not only give back to the industry, they also frequently get to attend the event’s training and informational sessions for free.

 

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PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE
More posts on Project Management Training:

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

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WHEN TO TAKE PROJECT MANAGEMENT TRAINING TO THE NEXT LEVEL

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4 BENEFITS OF PROJECT MANAGEMENT TRAINING

Do You Need Project Management Training? Infographic

Check out PMAlliance’s infographic on the importance of  Project Management Training. It has some great statistics on the benefits that proper PM Training can bring to your projects. Even if your organization’s processes have been refined over the years, it’s up to YOU to follow and further improve them.

Also check out our other Training Infographic for more great stats: PROJECT MANAGEMENT TRAINING INFOGRAPHIC

 Project Management Training Infographic PMP

Maintain your project management training with PMAlliance and keep up to date with the latest project management techniques to have more successful projects.

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

 

More posts on Project Management Training:

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

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4 BENEFITS OF PROJECT MANAGEMENT TRAINING

4 Benefits of Project Management Training

Most project management professionals come into the PMO with at least a baseline skill set in the art of project management. But savvy teams know that a well-crafted project management training program brings benefits that go beyond just nailing down core competencies. If your PMO hasn’t seized on the value of good training, consider just a few of potential payouts.

1 – Better participation. When team members have strong project management skills, they can more fully participate in all phases of a project’s lifecycle, from planning to execution to post-project analysis. Project professionals that are pigeonholed into a narrow sector of disciplines often miss out on new opportunities, and are less able to lend their expertise across multiple aspects of each project.

2 – More consistency. A solid training methodology available to all project professionals in an organization allows members across the team to apply consistent project management principles. This leads to better long-term project execution, as well as improved stakeholder and end user satisfaction. It’s also a launch pad for project improvement initiatives that result in repeatable successes.

3 – Increased confidence. Training gives team members the confidence to tackle difficult, complex, and critical-path projects. A strong training program introduces real-world project scenarios that allow PMs to develop good decision-making and other skills in a safe environment. It also gives them a much broader set of experiences to draw from when faced with challenging circumstances.

4 – Improved efficiency. When training focuses on a particular tool used in a PMO, such as a specific software suite, or on aspects of the project lifecycle that required detailed knowledge (planning and facilitation are two that come to mind), team members are able to become power users and experts much more quickly. They can then maximize the functionality and effectiveness of that tool or discipline.

project management training

PMAlliance has a national open enrollment training schedule
For more information on the event locations and schedules click HERE

 

More posts on Project Management Training:

6 SNEAKY WAYS TO GET MORE PROJECT MANAGEMENT TRAINING

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – RISK MANAGEMENT

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

GROUP FACILITATION – SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING

WHEN TO TAKE PROJECT MANAGEMENT TRAINING TO THE NEXT LEVEL

DO YOU NEED PROJECT MANAGEMENT TRAINING? INFOGRAPHIC

4 BENEFITS OF PROJECT MANAGEMENT TRAINING

PROJECT MANAGEMENT TRAINING INFOGRAPHIC

ARE YOU REALLY A PROJECT MANAGEMENT ADVOCATE?

Most project management professionals will tell you that project advocacy is part of their job, but are they really taking that task seriously? Simply being on a project management team doesn’t make you an advocate. On the contrary, busy project managers can actually undermine their role as advocate if they aren’t committed and focused. Take a look at some of the hallmarks of strong advocacy, and see if your efforts are keeping you on the right track.

Project advocates truly listen to stakeholders. Too often, a project’s objectives take over. At some point, it can even seem that PMs are beholden to the objectives above all others. Advocates stay in regular contact with stakeholders throughout the project to ensure things are moving forward as expected. They also encourage a robust two-way dialogue with stakeholders so that any concerns are aired early and dealt with as a partnership.

Project advocates recognize every group of stakeholders. Powerful project supporters wield a lot of influence, but project advocates also seek out other groups that have a vested interest in how the project goes but are often given little opportunity to participate. Advocates strive to include underserved groups at all stages of a project. This helps in developing good objectives as well as managing potential disruptions or other issues throughout the project’s lifecycle.

Project advocates understand that success is more than meeting deadlines and staying within a budget. Instead of focusing solely on completing each project, advocates work hard to maintain an overall vision that encompasses administrative objectives (dollars, schedules, etc.) in addition to stakeholder and end user satisfaction. Shifting organizational needs are evaluated against stakeholder expectations, and vice versa. Priorities that compete with management’s directives must be balanced—rather than dismissed without any real consideration—as the advocate endeavors to execute the best quality project possible.

project management training by PMAlliance

 

Check Out These Other Blog Posts on Advocacy:

3 WAYS PROJECT MANAGEMENT ADVOCATES MISS THE MARK

ARE YOU REALLY A PROJECT MANAGEMENT ADVOCATE?

GETTING OTHERS ON THE PROJECT ADVOCACY TRAIN

THE PROJECTS OF SUMMER

Warm days are upon us, and with summertime comes some perks—and a few pitfalls—for project management professionals. Learn how to make the most of the nice weather without watching your timeline wither.

First we’ll look at the downsides of trying to tackle projects during the dog days of summer.

The vacation conundrum. Not only are many PMOs short staffed while folks take their annual family vacations, but vendors and other outside partners may also be stretched thin for the same reason. Remember to plan accordingly when putting together the project’s initial timeline and resource requirement projections, and be realistic about the level of support that’s likely to be available during the summer season.

Jostling for resources. If you’re scheduling weather-sensitive projects, be ready to compete with other similarly-minded organizations. PMOs facing this challenge typically have two avenues open to them: reserve the necessary labor and materials in advance (sometimes paying for them upfront to ensure they’ll be there when needed), or figure out a way to move critical deadlines either forward or back so they don’t coincide with the highest-demand months.

There are, however, some summertime benefits your PMO can take advantage of.

Boost morale the natural way. Events held in the fresh air often feel less like work, so plan meetings outside, schedule warm weather team-building activities, and perhaps even allow for more flexibility in work hours if possible. The team will appreciate the change of pace, and they’ll also have fun memories to chat about during the gloomy winter months.

Compress schedules when nice weather hits unexpectedly. If summer arrives early or stays late, be sure to pack in as many weather-dependent project tasks as possible. It’s often prudent to have a list of such activities handy, so the team can act quickly when good weather hits.

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WHAT YOU’RE DOING WRONG WHEN IT COMES TO PROJECT MANAGEMENT PHOTOS

Pictures are useful in many areas of project management, from showcasing improvements to documenting problems. But now and then, project management consulting teams completely flub photos. I’m not talking about taking poor quality images. Instead, a somewhat greater concern is where PMOs either miss the benefits of project management pictures or stumble into procedural problems (or worse) because of a photo.

First, let’s look at an administrative mistake with the potential to give you serious trouble.

You aren’t treating photos as data. PMOs sometimes forget to apply relevant information retention practices to project photos, or they don’t protect pictures against unauthorized access. Photos should typically be treated like a project write-up or other piece of documentation. They may need to be scheduled for review and/or destruction per the organization’s guidelines, or encrypted for safe storage.

Now we’ll talk about why your pictures aren’t as effective as they could be.

You’re relying on pictures to tell the story. Photos convey a ton of info, but use them as visual aids rather than standalone narratives. Viewers might easily misunderstand what your pictures show, and your project could suffer as a result. You may be trying to highlight a new piece of equipment, but what if folks only notice the snazzy tile flooring? Opt to include a bit of text with each photo so viewers know exactly what they’re looking at (or for).

You aren’t including enough candid photos. Glamour shots—of newly installed equipment or screenshots from the latest software program—look great to those involved in the project, but human nature is a funny thing. Instead of focusing on posed (read: sterile) pictures, people will almost always gravitate toward the unstaged photos. If you really want folks to pay attention to your pictures, give them a selection of informal, engaging, and even funny images.

project management photo

 

BANISH THE BULLY: PROJECT MANAGEMENT TRAINING

Earlier we looked at some of the signs that indicate you might have a bully in your PMO (Bullying In The Workplace). But once you’ve confirmed there’s bullying going on, what can project management team members do about it? If the bully is the leader of the team, affecting their behavior will likely be difficult. You may also be hesitant to raise the issue with someone in a position to fix the problem—the bully’s boss, for example—for fear of reprisals. There are other options, though, that may help your project management team address the situation in a positive way.

Get HR involved. Employers today typically won’t tolerate any measure of bullying in the workplace, so bringing an HR rep into the conversation may be the best way to resolve the situation. They’ll work with the bully to modify and improve their behavior, and may also be able to address issues the problem has caused within your PMO. Be sure to pull together several examples of the bully’s problem behavior ahead of time, to help illustrate exactly what’s going on.

Establish alternate communication channels for stakeholders. Help project supporters and end users avoid the bully by designating a point person for these folks to contact with project questions or concerns. Beware that this may not be an option in those cases where the bully has purposely made themselves the sole communication conduit into and out of the PMO, as they’re unlikely to relinquish such a powerful, visible role.

Create new opportunities for team building. If one person’s domineering behavior is hurting group morale, take the time to schedule some activities designed to pull folks back together and rebuild trust. Even a simple team lunch can work wonders. Plan something offsite, and keep your intentions quiet so the bully doesn’t catch wind of it and show up.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consultingproject management training and project office development services.

BULLYING IN THE WORKPLACE

The concept of bullying doesn’t just apply to kids. Bullying in the workplace is also getting more attention these days, and PMOs aren’t immune to the problem. Project management leaders often find themselves in a position of power, and some wield significant control over others in their group and beyond. Below we’ve outlined a few ways to spot a bullying problem within your project team.

Disconnected stakeholders. There are many reasons stakeholders may disengage from a particular project (or from your PMO in general), but it’s always worth considering if their sudden distance from the team is a result of bullying. Pressure exerted by a domineering PM could easily lead a valuable stakeholder to find other initiatives to throw their weight behind. If a former project champion’s reasons for their diminished enthusiasm don’t stand up to scrutiny, there’s a possibility they felt they were being pushed around.

Frustrated end users. It’s the rare project that doesn’t spark concerns or queries from end users, but a bulldozer of a PM could leave your team with a slew of unhappy customers. If they feel they’re being bullied in retaliation for pointing out problems or for asking for resolutions to something they aren’t content with, they’re likely to become increasingly frustrated to the point they no longer even try to raise issues in a constructive way.

Demoralized team members. If enthusiasm within your PMO has gone into a nosedive, something is clearly amiss. And unfortunately, whenever a person in a leadership position users their power to intimidate coworkers, morale will certain go down. Some previously happy team members may raise complaints, but others will simply leave for greener pastures.

Have you run across a bully on a project team? What sort of behavior did they display, and how did it affect those around them?

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PMAlliance provides project management training services.

PROJECT MANAGEMENT TRAINING: STOP MEDDLING!

Project management leaders are always looking for ways to boost synergy within their teams. Unfortunately, this can sometimes lead to near-constant meddling. Not to be confused with micromanaging, the sort of meddling I’m talking about revolves around the team’s various personalities, not  its overall effectiveness. But leaders who want their PMO to resemble one big happy family should realize it’s actually detrimental to the team when they involve themselves in every disagreement. Below are some of the problems teams often encounter when members aren’t able to forge their own solutions for balancing personality differences and overcoming strife.

A lack of productive conflict may result in unimaginative problem-solving efforts. We’ve said it before: conflict isn’t always bad. In fact, sometimes it can be very good. If the team’s leadership imposes its will in an attempt to quell arguments—determining a specific course of action or a preferred solution to a particular problem, for instance—any potential innovations that might have arisen from the conflict-discussion-resolution process are lost.

Too much interference allows underlying problems to fester. Sometimes, seemingly minor issues can grow significantly worse if those involved aren’t able to butt heads and successfully devise a way forward that works for them. When this happens, whatever put them at odds in the first place may actually continue unchecked. If others in the group also become embroiled in the situation, morale in the PMO could quickly drop.

Personality clashes could consume project management time. Once the PMO’s leadership decides to take on anything but the most difficult personnel conflicts, the entire team may learn to depend on having these types of issues solved for them. And if managers are focused on individual-level conflict resolution or confrontation avoidance, high-level efforts such as mentoring and the championing of strategic initiatives could suffer in the long term.

project management training

PMAlliance uses a team of certified professionals to provide project management training services.

WHEN DYSFUNCTIONAL PMOs SUCCEED

Nearly every project management consulting professional has watched a completely dysfunctional PMO execute a project successfully. How do they do it? When the rest of us are carefully creating solid budgets and timelines, while we’re diligently minding our progress and watching for potential problem areas downstream, these broken teams manage to succeed in spite of themselves. Is it just luck? I don’t think so. In those cases where I’ve seen a heavily flawed project team achieve its objectives, there are usually some extraordinary circumstances that contribute to the project’s success.

A lot of problems can slip past disconnected stakeholders or an executive team that isn’t paying attention. Projects that are over budget or miss a deadline may never be questioned, and even failures on a critical deliverable could glide under the radar. If your performance is never truly subjected to scrutiny, what does it matter if you do a good job or not? But beware the downside: the long-term effectiveness of projects that don’t pass muster is diminished, meaning that stakeholders might not trust your PMO’s recommendations in the future, or other projects may need to be implemented to fix what went wrong the first time.

A project team comprised of high-performing individuals will often succeed, even if a subset of members aren’t pulling their weight. Self motivation and sheer determination can usually drive those who set high standards for themselves to cover a lot of faults if it means the project will succeed. Unfortunately, in my experience these situations ultimately put the organization in an even worse position when the stars of the PMO move on in search of a team that doesn’t take advantage of them.

Have any of you ever worked in a dysfunctional PMO? What were the underlying problems, and how did your team manage to find success?

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PMAlliance uses a team of highly experienced and certified professionals to provide project management training services.

7 THINGS THAT CAN KILL YOUR BUDGET

Project management professionals are highly attuned to budget obligations—nearly everything they do is with an eye toward meeting budget objectives while adding value at every opportunity. But with all of the other tasks under the umbrella of the PMO, there are some common practices that often wreak havoc with project budgets.

1 – Not appointing a budget monitor. If your team doesn’t have a specific person keeping an eye on the amount spent and dollars still available across the entire project, budget issues can quickly build up and spiral out of control.

2 – Waiting until late in the project to add up actual expenditures. This habit has nightmare written all over it, as you likely won’t recognize problems until it’s far too late to properly resolve them.

3 – Assuming you can get additional dollars approved. This usually guarantees an uncomfortable conversation with an executive who may not have any more money available (and who will surely wonder why your projections were off base in the first place).

4 – Focusing only on high-dollar items for aggressive cost negotiations. Don’t underestimate the amount of money your PMO can save by value engineering small budget items, which often greatly outnumber the big ticket expenditures.

5 – Expecting to address cost overruns by “borrowing” money from other projects. Even if you resolve your current problem, you’ve now created a new crisis that will need to be tackled later.

6 – Relying on another group for real time cost tracking. Many departments have their own methodology for accruing and recording project costs, and their approach may not provide your PMO with the information it needs to stay on track.

7 – Monitoring all costs equally. Most projects have high-risk areas that should get additional scrutiny (either checking expenditures more frequently or examining them at a higher level of granularity).

Project Management in a down economy

PMAlliance Project Management Training

MAKE YOUR PROJECT MANAGEMENT PHOTOS SING

If a picture is worth a thousand words, then it’s time your PMO made its project photos earn their keep. Stakeholders across the board rely on good pictures—to help them understand what your project will correct as well as to see all that you’ve accomplished so far. We’ve put together some guidelines to help you take great project management pictures that support your message.

Pay attention to quality. Grainy, dark, and out-of-focus pictures aren’t what you need. For photos to convey information and have impact, viewers must be able to see things clearly. And while some cell phones take great pictures, a quality point-and-shoot camera is often a worthwhile investment. Also, consider if you’re likely to enlarge pictures for display at open house events or to show greater detail. In those instances, it may be helpful to use a high-resolution camera.

Give some perspective. Photos that are too close-up or too far away may not give viewers the kind of understanding you want them to have. Be mindful to offer information on scale (a ruler often works for small items, a desk chair or even a car for larger objects, structures, etc.) and take the picture from an angle that makes it clear what you’re focusing on. Also, do your best to minimize the appearance of unimportant items or clutter, so the photo is easy to view and comprehend.

Offer additional information. Supplemental graphics and text will often help to explain the finer details of your photos. If someone in your PMO is skilled with PhotoShop or a similar software platform, you can add all kinds of extra information while also cropping, rotating, and shrinking or enlarging specific areas of a photo. Low-tech solutions, such as post-it notes and arrows drawn with a felt-tip marker, can also get the point across.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting and project management training services.

7 TIPS FOR SHARING PROJECT METRICS

Most PMOs strive for transparency, and that often includes releasing metrics related to project objectives, budgets, and a host of other data points. But there are some recommended—and other not-so-recommended—guidelines for sharing that information to best effect. We’ve put together 7 suggestions to keep stakeholders engaged while ensuring your transparency efforts remain on track.

1 – Focus on the data stakeholders ask for most often. Your team can often avoid answering the same questions a dozen times by putting the information front and center.

2 – Consider including some data points that aren’t usually requested. If there are little-known metrics that would help stakeholders understand how successful your project truly was, be sure to highlight them. If nothing else, it’s good PR for your team.

3 – Provide enough detail to make the data meaningful. Remember that most stakeholders aren’t project professionals, so include any additional information that will help them understand the data points you’re sharing with them.

4 – Let readers know where they can find more information. Part of transparency is responding to follow-up inquiries, and that’s best accomplished by designating a point person to field stakeholders’ questions.

5 – Identify who’s responsible for particularly impressive metrics. Rather than feed the notion that your PMO is a faceless mass, take the time to call out particular team members with notable accomplishments.

6 – Release a subset of metrics on a regular schedule. Things like staffing levels, number of active projects, budget overages, and new vendor agreement metrics are often helpful on a quarterly or even monthly basis.

7 – Share data in a number of places and ways. Some stakeholders may not read the corporate newsletters or frequent your PMO’s intranet site. To widen your audience, consider other avenues, such as an e-mail blast or a short presentation at each company meeting.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consultingproject management training and project office development services.

 

4 WAYS TO SPICE UP YOUR PROJECT MANAGEMENT TRAINING PROGRAM

Project Management Training is an ongoing activity for most PMOs, but participants can get burned out if the routine gets stale. We’ve rounded up some tips to keep students interested and enthusiastic.

1 – Offer one on one sessions

Training is typically more time- and cost-efficient when multiple students attend, but individual sessions can offer a helpful alternative. They’re especially useful for students who travel or work irregular shifts, and may have difficulty blending common class times into their schedules. If you have a mentor program, you already have a list of experts potentially willing to lead occasional sessions.

2 – Go offsite

Students who are too close to their desks might not give training their full attention— it’s too easy to run back for a quick e-mail or voicemail check, which is never actually quick. Traditional venues are fine, but if you’re looking for something more interesting (and perhaps less expensive), consider the picnic benches at a nearby park or even a coffee shop for events with only a handful of students.

3 – Go online

Computer-based training is a great way to offer sessions that are efficient and can accommodate the schedules of multiple students. It works particularly well for short classes, where participants can easily tune out distractions because they know they’ll be available again before long. Online presentations can also be used during traditional training sessions to offer students access to remote experts or additional accompanying material.

4 – Turn students into trainers

Interactive classes can help to keep things interesting, and tapping participants’ expertise to expand the group’s knowledge base is a fun way to maintain a high enthusiasm level. Be sure you don’t rely on any one person too much—instead, schedule several folks to present different material. This will ensure that everyone gets the chance to be a student.

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Confronting Challenges by Adding a Project Management Consulting Firm to Your Team

There are many reasons that corporate executives turn to external consultants to provide project management support for their projects. The challenges that organizations face include: sub-par project performance, the potential for lost credibility, lack of experience with a particular project type, and a lack of internal project management practitioners. Project management consulting firms can supply experienced practitioners that offer high-quality solutions to the complex issues facing project teams. Here are six ways that project management consulting firms are making a difference with leading organizations.

Continue reading Confronting Challenges by Adding a Project Management Consulting Firm to Your Team

Going Beyond Mentoring

Mentoring remains an important way for project management professionals to expand their knowledge base (6 reasons-mentoring still matters), but sometimes your needs go beyond what a mentor can provide. We’ve outlined a few instances where a different kind of expert might have the information or expertise you’re seeking.

Continue reading Going Beyond Mentoring

Should You Establish a Focus Group?

Earlier we talked about how your PMO can make the most of focus groups (making-focus-groups-work-for-you) and (What Focus Groups Can’t Do), but it’s important to remember that a focus group may not be right for every project. Situations will vary, but below are some guidelines to help you determine if a focus group is likely to help or hinder your progress.

Continue reading Should You Establish a Focus Group?

From Recession to Ramp Up | A Project Management Case Study

PROJECT SUMMARY:

PMAlliance was asked to provide project management consulting support for a major manufacturing company who was undertaking the largest Supply Chain ramp-up and re-alignment project in its history.  This project involved several divisions, five general managers, 15 functional organizations, 50+ external suppliers, and 120+ team members who were from multiple worldwide locations.  In addition, the deadline date was aggressive and there were many logistical uncertainties that made integrating the different work streams very difficult.  Finally, the cost for late delivery was over $500,000/day.  PMAlliance was brought in to facilitate the development and control of an integrated project management plan.  This case study discusses how our Duration-Driven methodology approach, consulting support, and proprietary web-update and diagnostic tools helped our client meet their project deadline and objectives.

Continue reading From Recession to Ramp Up | A Project Management Case Study