The Benefits of Including Project Sponsors in Your Training Program

Corporate America invests millions of dollars each year in project management – offices, technology, project management training, and project management consulting support. Conversely, data reflects that even with project management being a relatively common process used at most companies; project success rates do not reflect the investment. Studies show that project management success rates range between 35 to 45% – far from a sensational benchmark to brag about. Bottom line, despite many companies investing in project management infrastructure most projects are not delivered successfully (on-time, within budget and to desired quality). Though the root causes for project failures are many, one glaring deficiency becoming clearer is the lack of project management training at the sponsor level. Project managers usually garner most of the attention for project management training initiatives, followed by team members and software experts. However, project sponsors – those individuals who fill the role of resource provider, key decision maker and remover of obstacles -tend to slip through the training cracks. Including project sponsors (and executive stakeholders) in project management methodology training will help three key areas project sponsors training: (1) better project direction, (2) better project data utilization, and (3) improved cultural adoption of project management.

Common Characteristics of Productive Sponsors

  • Understands the Planning Methodology
  • Provides Active Direction During Planning Sessions
  • Stays Current on the Latest Project Status Report
  • Uses the Project Information Provided to Challenge Teams
  • Commits to Instilling PM in the Corporate Culture
  • Is Present and Engaged During Control Meetings

Better direction

The project sponsor plays a key role in defining the strategic direction of the project and communicating management’s expectations for the project. This information is often times captured in the form of a project charter. If a project sponsor has not been involved in the basic building blocks of project charter development, they often times struggle to provide
clear direction to the project manager. The result is the project manager may drive the team to successfully completing the wrong project! The project sponsor is the conduit between the executive stakeholders and the project manager. Without a clear understanding of how to communicate the objectives of the project, how the objectives of the project determine the key deliverables, and how the project manager can best deliver the project with specified deadlines; the sponsor is ultimately helping to facilitate a failed project. By ensuring your project sponsors are grounded in the same project management methodology as the project manager, you are providing your project manager and team the best opportunity to launching a successful project.

Better Project Data Utilization

Project management information is not very valuable if it is not being utilized effectively. Even the most detailed report package or visually stimulating powerpoint presentation will fall on deaf ears if the recipients do not know what they are supposed to do with the information provided. To this point, the sponsor’s key role throughout the course of the project is to allocate and redirect resources as needed, remove obstacles preventing the project from moving forward, and providing strategic direction to the project manager, among others. Without the sponsor understanding the same planning methodology as the project manager, discussions on concepts of critical/controlling path, compression techniques, and resource management alternatives, will often get confused. In the end, the sponsor and project manager may either get misaligned or the sponsor gradually becomes disengaged. By including the project sponsor in the project management training, they are able to internalize the data being presented to them, understand strategic options and provide more sound direction to the project manager.

Cultural Adoption

Successful project management initiatives are not rolled out without some discomfort involved. Project management is a process that involves the team’s time, focus and commitment to success. Without these elements, everyone is simply going through the motions and not viewing project management as a value added management tool. When utilized to its fullest, project management can be an early warning system that helps reduce organizational stress and assists the project team with prioritizing their time.  A strong sponsor that is well trained in the planning methodology and bought into its success can act as a “lightening rod” in channeling project success into a cultural game changer. By driving the team to become engaged in the planning and control process and utilizing the techniques they have been trained in, they can quickly generate momentum that illustrates their investment (time and budgetary) are worthwhile.

The project sponsor fills a critical role in the success of a project and thus should be grounded in the same planning and control concepts as the project manager and team. By not including the sponsors in the training, the message received from the project manager and team is “do as I say, not as I do” – a recipe for failure. By speaking the same project management language the sponsors are able to take a more active role in setting the direction of the project, ask the right questions when the project management data is presented, help the project manager navigate potential obstacles during the project execution and ultimately motivate the overall corporate culture to adopt project management as a value added process.

project sponsors training

 

FIXING A BROKEN PROCESS – PART 1: IDENTIFY THE PROBLEM, CREATE THE SOLUTION

Organizations often have entrenched and possibly outdated processes that aren’t as efficient or effective as they could be. For PMOs interested in improving project performance, these flawed processes may be holding them back or limiting how tightly operations can be streamlined. But changing established processes is sometimes an uphill battle. We’ve provided some pointers on implementing changes to those processes in a way that offers solid benefits and maintains stakeholder support.

Identify where the problems exist

It’s a fundamental step but it bears repeating—you can’t truly correct a problem until you know what it is you’re trying to fix. Effectively addressing any problem requires the team to dig down to the root cause and solve the issue at its core. This is where team involvement is crucial, since the organization’s leadership may not see the problem’s origins the same way the employees who deal with the problem every day do.

Gather the details on the problem and its effect on the PMO by pulling the group together and discussing the issue, from its core all the way downstream through the impacts it has on the rest of the team’s operations. Be careful to separate root causes from additional problems that may be caused further down the line, so you aren’t implementing a solution that falls short of success. This will also be useful when setting expectations with stakeholders, since the new process may need to be implemented in phases with follow-on improvements kicking in later.

Create a better solution

Using that same team platform, it’s time to begin brainstorming ways to address the issue(s) you’ve identified. Look first to answers to the immediate problem, taking in suggestions from the group on what a better solution might look like. After one or two preferred plans have been developed and vetted, shift to examining how the new process proposals are likely to impact downstream activities.

With the baseline evaluation is done, project management professionals should next look for changes that may be needed in adjacent areas. A comprehensive solution may involve more than just the project team. Your PMO will probably need to work with other groups—usually internal support teams but sometimes external vendors or other partners—on ways potential improvements within their operations can support the updates you’ve planned. Will purchasing or contract negotiation strategies be affected? Does the current staffing plan need to be revisited? Is this change going to affect how accounting manages capital expenditures or operational budget approvals?

Gain support from all stakeholders

For the new process to be as effective as possible, it’s crucial to get all stakeholders impacted by the change on board with the proposed revisions before the plan is rolled out. If their input was solicited during the initial solution development phase, then the PMO is already moving in the right direction. If not, be sure to discuss the various proposals (emphasizing their pros and cons) with stakeholders before a final plan is chosen.

Communication is key, even if particular stakeholder groups weren’t asked to participate in developing the solution. At the very least, project teams should begin by acknowledging there is a problem. This is good PR for the PMO, and it lays the groundwork for setting stakeholder expectations on what sort of impacts and improvements the new process will bring.

If the revised process is controversial or likely to face stakeholder pushback for any reason, be prepared with solid information on why the change is a good idea. For example, benchmarking data showing existing inefficiencies can be contrasted with projections about the improved performance metrics the new process is expected to offer.

ChangeAgent

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

What to do After a High Profile Project

This year’s Super Bowl is barely in the books but each team is already preparing for next season, with talks of trades and what they’ll focus on going forward. PMOs can take a lesson from the NFL in this regard, since project management teams have many of the same opportunities—and challenges—after each strategic project.

Shore up weak areas. Look for ways to fill skill and knowledge gaps, such as providing additional project management training to existing team members or bringing new professionals onto the team who already possess experience in specific areas. Depending on the skill set you’re currently missing, an external project management consultancy may also be a good choice to fill the need on future projects.

Begin with a thorough post-mortem. Like football players watching a replay of the big game, your PMO’s members can learn much by examining completed projects. This will help your team understand where it’s performing well and which areas need improving.

Celebrate. Enjoying success—particularly after a large, complex, or high-stakes project—is a very tangible benefit PMs reap for all their hard work. Take the time to not only acknowledge your team’s achievements both publicly and privately, but also encourage them to mark the occasion with a small party or gathering. And like football’s Vince Lombardi Trophy, some organizations award a little something to project team members to remind them of all they have accomplished.

Capitalize on your strengths. Every team is great at something, so make the most of what you do well. If a team member has significant experience in a particular area, have them mentor others in the group. If the team possesses more purchasing or contract negotiation expertise than is common, for example, perhaps you can redirect the outside resources normally allocated to those disciplines to areas where they’re more needed.

off season tasks project management

BUILDING YOUR PMO’S PROJECT PORTFOLIO

 

Most project management professionals have their own project portfolios—they come in handy during job interviews, performance reviews, etc. But your PMO should also have a portfolio. It’s a great PR tool when your team hosts networking events, and it’s also helpful when introducing your team to a new executive or key stakeholder. We’ve put together a quick guide to get your PMO’s portfolio started.

 

Select a handful of projects to include. You can’t include everything, but look for a variety of projects that showcase your team’s versatility. Include at least one very large project, one high-visibility project, and one project that directly affected the company’s bottom line. Projects with particular significance (improvements to a manufacturing facility, for example) or that demonstrate your team’s expertise in niche areas (perhaps a project completed under regulatory oversight) would also be good additions.

 

Create a project summary for each project. Viewers of your PMO’s portfolio will want to quickly understand the basic objectives and parameters of the various projects your team has executed, so give them the basics at a glance: a short list of key deliverables, information on the project’s duration or timetable, cost data that includes budgeted and actual figures for expense and capital line items, a list of key project team members and their areas of responsibility, and other notable resource allocations or project details. Keep each project summary to just a single page for easy viewing.

 

Pull some photos together. Few things can help viewers understand the scope and impact of your projects like pictures. But you don’t need many—select one or two large photos that best describe the project’s challenges and final outcome, along with a few smaller pictures that highlight particularly interesting aspects of the project. Any more than that, and your viewers will likely lose interest.

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

 

Project Management Training Infographic by PMAlliance

Check out our latest infographic to find out why Project Management Training should matter to your team and organization.

Also check out our other Training Infographic for more great stats: DO YOU NEED PROJECT MANAGEMENT TRAINING? project management training infographic pmalliance

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

PMAlliance project management consulting.

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

3 TIPS TO ESCAPE A LEADERLESS PROJECT

Earlier we talked about the hallmarks of leaderless projects and some of the issues they bring. It’s crucial to reignite stakeholder engagement, hold one champion accountable for supporting the project, and sidestep a leadership-by-committee structure if you see one looming on the horizon. If you suddenly find yourself knee deep in a project without a champion, what can you do?

1 – Reconnect with your champion. If you suspect your primary stakeholder has (or is planning to) jump ship, don’t hesitate to re-engage them. You may be tempted to start the courtship by e-mail, but savvy Project Managers will opt for a more direct route. Schedule a brief meeting with the stakeholder to bring them up to speed on the project and the challenges their absence may have created.

2 – Know what you need from your champion. As you bring your champion back into the loop, be prepared with timelines and budgets that highlight any problem areas. Also explain issues you anticipate to encounter should the team continue without the stakeholder’s support. Provide the champion with a list of immediate needs, if any—resource authorizations, approvals for action, etc. Even if you don’t get their full attention, you may at least receive the support the project needs to succeed.

3 – Put the leadership back on one champion. If you suspect your project is leaning toward leadership-by-committee, it’s crucial that you place one stakeholder at the top of the organizational chart, and fast. Try to identify a stakeholder with the highest approval authority as well as influence. Have a candid conversation with your champion to ensure everyone is on the same page regarding existing problems, support needs going forward, and expectations on both sides. Close the loop with your team and others impacted by the project by announcing the champion’s formal leadership position.

IDEAS INTO ACTION: WHAT HAPPENS AFTER BRAINSTORMING?

Many project management teams are good at brainstorming new ways to make their processes more efficient and to devise strategies that allow them to have repeatable successes. But sometimes moving those innovations into practice is harder than coming up with the ideas in the first place. How good is your PMO at turning all those good intentions into action? Below we’ve put together 3 steps to help you make sure the seeds sown during brainstorming sessions have the opportunity to grow into real fruit.

1 – Keep track of ideas. Your team is too busy to remember all the great suggestions that come up in brainstorming meetings, so make a record of everything—notes, screenshots, whiteboard postulating, etc. Don’t sell the process short by editing the list too early or too much. And remember that an idea may be introduced before its time, so a periodic review of the list is helpful in keeping things from slipping off the radar.

2 – Assign every good idea to one person for further review. Too many promising concepts fade into obscurity because no one shepherds them along. Rather than allowing useful ideas to fall through the cracks, give them a home by assigning each one to a member of the project team. That person can then evaluate the idea’s real-world viability and identify potential issues that could affect implementation.

3 – Follow up. Project Managers are busy, and the best way to keep good ideas on the front burner is to create a schedule for routine follow ups. These will allow the group to get together for updates on pending ideas. They can then continue vetting the ideas, offer potential solutions to any problems that have been identified, or come to a consensus that an idea isn’t feasible or doesn’t return enough benefit to continue exploring it.

Project Management professional

 

ARE YOU FACING A LEADERLESS PROJECT?

A popular tactic of stakeholders who don’t really want to commit, “leaderless” projects are those that end up being turned over to entire groups of end users to babysit, and often result in nightmares for Project Managers. Below are a handful of scenarios that could tell you you’re facing a leaderless project.

Approval authority has been delegated to more than one person. On the surface this looks like empowerment, but deep down you may discover the project’s primary champion has simply eliminated their role and effectively left a host of others in charge without giving them the true authority to keep the project moving forward. Leadership-by-committee works for a while, but if difficult decisions must be made it’s likely no one will feel they are in a position to have the final word.

No one seems to have approval authority. A number of individuals may have been tasked with acting in the primary champion’s stead, even though none has been given the power to make project-impacting decisions. Trying to pry approvals or firm direction from the chief stakeholder is likely to be difficult, and the project ends up languishing in a mess of internal red tape while purchase requests and pending contracts sit in limbo.

The primary stakeholder rarely attends high-level project meetings. Often a co-symptom of leaderless projects, along with either delegating approval authority to several others or delegating approval to no one. An absent champion isn’t a concern if they continue to be accessible in other ways (via e-mail or phone, or through regular drop-in visits to their office). The bigger issue is the champion who is absent because they’re getting pushback on the project from other sectors (budget, corporate objectives, etc.), or has lost their zeal for the project and no longer gives it the support it needs.

Project Management Tips

 

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

PROJECT MANAGEMENT TIPS : 4 SIGNS IT’S TIME TO STOP

Sometimes, in their zest to achieve a project’s objectives, Project Managers go a little too far. They push too much, talk too much, or ask too much. But there are usually flags warning you’re in danger of overplaying things. From body language to other subtle (and sometimes not-so-subtle) cues, below are 4 signs it may be time to say “when.”

1 – Crossed arms. A classic indication folks have stopped listening, a wall of crossed arms across the conference table should tell you it’s time to adjourn the meeting and take a breather. You may be facing tough opposition, so consider if your approach is too heavy handed or if you should instead try talking to folks one on one before addressing them as a group.

2 – “I don’t understand.” This is a clear warning flag your message isn’t hitting home. Occasionally used by stubborn people as a way to avoid capitulating to an idea they don’t completely embrace, but more frequently it’s an honest response to a situation that just isn’t coming together for a particular individual. Rather than repeating the same message, step back and see if there’s a different way of explaining it.

3 – Excessive doodling. Many people find it’s helpful—when listening to detailed information, brainstorming, or simply pulling their thoughts together—to scribble pictures or notes. However, if your audience seems more involved in their artwork than your presentation, they’re probably ready for a time out. Sometimes a short break is all that’s needed to bring everyone back on task.

4 – Lack of interaction. If others who should be involved in your discussion seem to be on automatic nod or simply aren’t participating, it’s likely you’ve lost their attention. Think about ways to spice up your presentation or consider developing a more interactive format for the discussion.

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

GROUP FACILITATION – SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING

Project management doesn’t happen in a vacuum. A huge portion of the discipline revolves around people and the dynamics at work when they get together—conducting needs assessments, justifying objectives and costs to leadership teams, coordinating with end users to mitigate project impacts, communicating with stakeholders, and devising practical solutions to potential problems. Unfortunately, many project management training programs skip over group facilitation skills.

The what:  Project management is one long list of opportunities for group facilitation expertise, from the creation of project charters to performing the post-project wrap up. Strong facilitation skills enable almost anyone in the PMO to lead others through the project’s complex stages without losing focus, to maximize the effectiveness of group work sessions, and to deal with difficult personalities in a group setting.

The why:  Getting groups of people to effectively work together is at the heart of successful project execution. Without a good facilitator, the various groups involved in the project become much more vulnerable to inefficiency, ineffectiveness, in-fighting, and poor communication. Any one of these factors has the potential to put the project’s success in jeopardy. Meaningful progress—especially when facing difficult time or budget limitations—often hinges on good group facilitation. If all that sounds extreme, remember that simply running productive meetings (especially when teams are particularly diverse or include a number of competing priorities) may require better-than-average facilitation skills.

The how:  By its very nature, facilitation training should be highly interactive. If your PMO already has someone in-house with top notch facilitation skills, they may be able to offer others on the team solid and very focused instruction. Otherwise, look for an experienced outside consultant so you know your organization will receive quality training. Group facilitation skills are so important that cultivating bad habits is sometimes worse than having no habits at all.

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

 

SKILLS YOUR PROJECT MANAGEMENT TRAINING PROGRAM IS MISSING – COMMUNICATION

As PMOs develop and tweak their project management training programs, there are often a handful of core areas that are overlooked. Whether it’s because many project managers have already received foundational instruction in these areas or because most project management training is focused on other competencies, these baseline skills are crucial to project management success. One of these areas is communication, a vital skill for any team but one that is frequently discounted or ignored.

The what: Too often, communication training focuses on negotiation tactics and presentation skills. For truly effective team communication, project managers must be able to develop and employ solid listening techniques. They also need to understand how their communication skills contribute to the team’s accomplishments, as well as how to use appropriate communication strategies to successfully resolve conflicts (both within the group and with external partners).

The why: A deep understanding—of user needs, of stakeholder and coworker concerns, of potential project limitations—are all necessary for repeated project success. Project managers with sagging proficiency in the communication arena will often create the same obstacles for the group—such as the prolonged needs assessments that may result from poor listening skills—over and over again. But with all the other areas project managers must master, it’s easy to overlook communication skills as being less important than they really are. By regularly nurturing and expanding this fundamental area of expertise, project teams have more tools available to them in overcoming challenges and working together to solve problems.

The how: Continuous development of good communication skills is crucial for project success. Along with targeted communication courses, consider adding components of communication training to other educational offerings. Planning and risk management modules, with their strong attention to communicating well and accurately, may be good opportunities to provide team members with additional coaching in communication best practices.

Also check out “BE A BETTER COMMUNICATOR” and “COMMUNICATION STRATEGIES AND PUMPKIN PIE

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

MAKING PROJECT MANAGEMENT BEST PRACTICES A PRIORITY AGAIN

We recently talked about some reasons your PMO’s best practices might not be what they once were, (WHY YOUR BEST PROJECT MANAGEMENT PRACTICES MIGHT SUCK) but how do you overcome the roadblocks to better performance? There are several ways to attack the problem, and the right approach will depend on the problems, your project management team, and your organization.

 

If you haven’t focused on best practices in a while. It falls to the team’s leadership to reinvigorate widespread engagement with the latest industry thinking. Senior project professionals or even an experienced project management consultants should be recruited to establish a plan to get the entire team to bring its current methodologies up to date. To avoid an initial eager pushed followed by waning enthusiasm (it’s human nature, after all), these same top-level folks will need to devote themselves to setting a good long-term example.

 

If you haven’t fine tuned current best practices to fit your organization. Overcoming what may seem like a monumental (and monumentally frustrating) endeavor will require everyone’s support. Gather the team and candidly evaluate the resources available to you. Identify where you can incorporate best practices and where you may need to be satisfied with doing your best with what you have. Consider determining where the team can set some stretch goals to improve those areas that are a bit behind the times.

 

If your team is well-versed in best practices but has chosen to ignore them. A strong push by leadership will be required to either overcome the team’s apathy or to rectify what may be a top-down lack of commitment. Examine where best practices have historically fallen by the wayside and develop a strategy to modify the behavior that allowed the lapse to happen. Be sure to build in check points to ensure the plan is working and the team hasn’t slipped back into its old ways.

3 WAYS PROJECT MANAGEMENT ADVOCATES MISS THE MARK

Project Management advocacy is a crucial role within the PMO. Unfortunately, with all the other responsibilities on project managers’ plates today, sometimes their opportunities and obligations as advocates are overlooked or minimized. To help Project Manager‘s maximize their advocacy efforts, we’ve put together the 3 things that most often go wrong.

 

1 – Waiting too long to identify all stakeholder groups. Project teams aren’t always able to tackle planning and execution the way they’d like. Budget cycles and other factors often come into play, leaving PMs trying to balance stakeholder needs with organizational limits that sometimes have little to do with the project itself. But no matter how or when the planning phase takes place, it’s important that advocates focus on identifying all stakeholder groups early in the process so their needs and concerns can be properly considered and addressed.

 

2 – Lumping stakeholders together. All too often, disparate groups of stakeholders are combined—at least in the eyes of the project management team—and viewed as a single entity. Not only does this have the real potential to undermine the PMO’s relationships with each stakeholder group, it also raises the specter of overlooking important interests held by the various subsets of affected parties. Stakeholder groups should typically be drawn along narrow lines to ensure that everyone is able to fully participate.

 

3 – Eschewing the responsibilities of a true advocate. One crucial role embodied by advocates is the ability to give a voice to those who would otherwise go largely unheard. When significant weight is given to those controlling funding and those controlling executive-level approval, it can be all too easy to ignore concerns or issues raised by anyone else. Advocates must remain committed to actively engaging all stakeholder groups and reviewing needs and feedback on a wide and reasonably equitable scale.

PMAlliance project manager training

 

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

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.

 

project management training tips PMP

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

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

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

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

TURN PERFECTIONISM ON ITS HEAD

We’ve talked about why Project Managers don’t need to be perfectionists (“Perfection not needed”), but if you suspect that you are one (“3 signs you’re a project perfectionist”), what can you do about it? Seeking perfection can be a difficult habit to break, even as it wreaks havoc on the rest of your PMO. Fortunately, we have some tools to turn your perfectionism on its head.

If you’re constantly identifying new ways to improve upon projects that are already in progress (or are already done!), it’s time to refocus your attention. Try turning over as much of the management of your PMO’s current projects to others in your group, and instead put your creative energies into those projects that are still under development.

When you find yourself taking back tasks you’ve delegated to others, consider the status of everything else you’re already doing. Is it all current, or are some areas behind schedule? If anything is running late, it’s crucial that you get those items delegated to the right person on the team right away. Next, step back and evaluate your role and its responsibilities, along with the goals of others in your group. If a task doesn’t fit into your job, ask yourself if it would give one of your teammates an opportunity for growth and development.

Handing out advice (whether it’s requested or not) can seriously undermine morale even if your PMO is full of high achievers, so breaking this habit will do the entire team some good. The next time you’re ready to open your mouth and offer your opinion, do an about-face and instead ask those you’re working with for their perspective. Even if you end up giving your point of view later, your teammates have had the opportunity to speak their minds and there’s a good chance their input influenced the direction you gave them.

 

Check Out These Other Blog Posts on Perfectionists:

3 SIGNS YOU’RE A PROJECT PERFECTIONIST 

TURN PERFECTIONISM ON ITS HEAD

PERFECTION NOT NEEDED

3 SIGNS YOU’RE A PROJECT PERFECTIONIST

Earlier we talked about why project managers don’t need to be—and in fact should not be—perfect (“Perfection Not Needed”). Some of you probably have a sneaking hunch we were talking directly to you, but how can you tell for sure? Take a look at these 3 signs and see if they sound familiar. If so, you just might be the unreformed perfectionist other members of your project management team dread.

1 – You often say something similar to, “You know what would be really great?” Most of the time, this leads to enhancing the requirements needed to meet existing objectives and sometimes even adds new goals mid-stream. Either way, it’s scope creep, and it’s sure to undermine your team’s ability to successfully execute the project. Yes, you probably have some great ideas for making every project even better, but remember that you still have a budget and a deadline to meet.

2 – After delegating a task, you frequently take it back. It doesn’t matter if you justify it by saying that team members aren’t completing things just the way you like or you feel they’re taking too long/not devoting enough attention to it/not giving it a high enough priority, these are all warning flags that your perfectionist tendencies are taking over.

3 – Competent and able professionals in your PMO regularly ask for direction or approval on everyday tasks, or seek your input on things you know they’re perfectly capable of handling on their own. If it’s just one person looking for help, you may have a training or performance issue on your hands. But if it’s endemic to the team, chances are good they’re tired of your perfectionism interfering with their duties after they’ve invested the effort to complete a task, and are instead trying to proactively figure out what will make you happy.

 

Check Out These Other Blog Posts on Perfectionists:

3 SIGNS YOU’RE A PROJECT PERFECTIONIST 

TURN PERFECTIONISM ON ITS HEAD

PERFECTION NOT NEEDED

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.