Organisational Roles in Project Management

Consider the roles and responsibilities of the following:

• Sponsor – The person with overall responsibility for the outcomes of the project

• Project manager – the lead when it comes to planning, executing, controlling, monitoring and closing out projects. Accountable for all project scope, the resources and team, the budget for the project and the success or failure of the project.

• Team members – contribute to the project objectives and collaborate with other members of the team

• Project supplier – supplying essential resources and supplies and providing expertise and correct information.

Remember to relate these to the responsibilities laid out in the APM body of knowledge.

The Different Parts of the Project Management Plan

The project management plan is made up of several parts, the main ones of which are:

Executive summary

• Purpose scope, main deliverables
• Strategy for procurement
• Criteria for success
• Project dependencies and constraints
• Organisation and roles in the project
• Assumptions

Policy and procedures

• Risk management for both plan and policies
• Quality plan
• Procedure for change control
• Information management plan
• Safety plan
• Configuration management plan

Project schedules and plans

• Change log
• Risk register
• Budgets and cost plan
• Communication plan and stakeholder analysis
• PBS/WSB
• Schedule – Gannt chart

Requirements Management

This is the module that covers all of the requirements from the management sections of the “APM Body of Knowledge”. It is important to look at the descriptions of the requirements management process, including:

• Capture – pulling together all relevant data and creating connections that are useful
• Analysis – the analysis of business operation processes in great detail
• Prioritisation – working out the priority of your projects so that you can allocate resources effectively for the best outcome
• Testing – planning and allocating resources effectively, including human resources and testing environments
• Factors used to structure requirements
• Importance of requirements management

Read up on all the parts of the process and ensure you understand each element’s individual requirements.

Project Success And Benefits Management

Remember to consider all the factors of project success and benefits management, including:

• Success criteria – timescales, budgets and successful outcomes according to project scope
• KPIs
• Critical success factors – those factors that are necessary in order to achieve the project goal
• Benefit management process – the aim is to ensure that desired benefits are measurable, specific, agreed upon, realistic and also time-bound.

Budgeting and cost management

In any successful project, the management of budgets is critical. The following should be considered:

• Accruals
• Commitments and accruals
• Planned and variance analysis
• Controlling actual expenditure
• Forecasting work
• Cost to come

Remember to consider those points that you know about that need to form part of your budget and also those that you do not yet know about, those costs that could arise from something unexpected occurring. You need to leave room in your budget for the latter, although there is a possibility that you will not need them.

Gantt Charts and Items not on the Critical Path

Drawing Gantt charts can be complex for those who have not had much experience, so it is well worth taking the time to read up on these. One question we have been asked on a fairly frequent basis is, “How do you show total float on a Gantt chart?”

Defined as the amount of time that an individual task or a project can afford to be delayed without any impact on the overall completion time for the project – total float is an important factor in any project.

Within any good project management software with the capability to produce Gantt charts, you will find appropriate menus to select total float, as well as other types of float. These will then appear in your chart in the order you have selected them. The order can be changed within the menu.

Project Quality Management

This part of the course covers a range of issues within the project environment. These are the aspects that you should consider reading up on as part of your self-study:

• Quality planning
• Quality assurance
• Quality control
• The benefits of quality management

Sample questions

A very important part of self-study is remembering that it is not enough to simply read through your notes and books. This will help you to remember some of the information, but it is also important to test this knowledge in a more complex manner. This can be best achieved through sample questions which cover some of the more  complex areas of the APM PMQ syllabus.

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If you have been away from academic study for some time, or haven’t taken an exam in a while, a professional qualification may seem daunting. But it doesn’t need to be. You will have gained skills and knowledge from doing your day-to-day role, and if you approach taking a qualification with a curious mindset, you’ll learn everything you need to succeed in the exam along the way.

Below are five useful tips that will aid your preparation and give you the best chance of succeeding in your project management qualification whether that’s following PMI, PRINCE2 or APM project management best practice..

1. Do pre-reading

Completing assigned pre-reading ahead of time will stand you in good stead for undertaking a project management qualification. The aim of pre-reading is to give you the opportunity to read and review the information that you will need for the qualification in your own time. It may seem obvious, but taking the time to complete the pre-reading will help you. This allows you to reflect on the material in your own way and without the pressure of being in the classroom environment. It will also give you the opportunity to think about areas that you want to focus on in the course and come up with any questions you might have for the course leader. Completing the pre-reading gives you an idea of what to expect during your qualification and lets you set your expectations.

2. Ask questions

Don’t be afraid to ask questions of your course leader. They are there to help you understand the content of the course and succeed in your qualification. If you are unsure of a concept or want further clarification on a point, ask them to explain or give an example. Asking questions demonstrates your curiosity and willingness to learn. You might prompt others in your group to ask questions and you might learn something from them too.

3. Practice, practice, practice

Do as many practice questions as you can. This will help you with the practicalities of taking the exam. Whilst you want the knowledge you gain to remain with you beyond the qualification exam, you also need to succeed in the exam format. Your course leader should take you through practice questions and examples, but most qualification bodies, such as the APM, will supply practice papers to candidates taking their exams. Getting the practice in and becoming familiar with the types of questions that you might see will help to prepare you for the exam and mean that you can give the questions your best effort when under time pressure. You’ll have an idea of what the questions are going to look like and how you can answer them to the best of your ability.

4. Clear your calendar

When undertaking a qualification, you want to give yourself enough time to take in the information, revise and prepare for your exam. If possible, clear your calendar and get the support of your manager to undertake the qualification. A formal qualification will benefit your organisation as you will have increased your knowledge and skills, so asking for study leave or similar is a useful thing to do. It means you will not feel excess pressure or stress when undertaking your qualification, which will help you perform at your best.

5. Highlight areas of interest

Whilst the aim of undertaking a professional qualification is to pass an exam and get a recognised qualification, it is also an opportunity to learn more about project management as a whole. Think about areas that particularly interest you. These will help you with revising for your exam, as you will have a particular enthusiasm for them, but in the long term it also helps to identify the areas that you might want to pursue further. Undertaking a qualification is an opportunity to explore new areas of your professional life. Take the opportunity to learn more about the different areas of project management and find subjects that interest you.

Summary

When you are undertaking a formal project management qualification, make sure you set yourself up for success. Take the time to prepare for the qualification and review any materials that you’re given in advance. Be curious, ask questions and practice what you’re learning. This should be an exciting opportunity to broaden your understanding, so explore new areas of interest and don’t be afraid to ask questions if you’re unsure. Engage with the content and enjoy the process of learning. Finally, make sure that you carve out the time to commit to the qualification. Ask for study leave if it is available – you want to make sure you can commit fully to the time required to do well in your qualification.

A project management qualification can be the first step towards a successful project management career and further qualifications. If you are considering taking your first project management qualification, think about the opportunities that it can give you and how you can get the most out of it. This might be your first step towards an exciting career.

The post 5 Tips for Your First Project Management Qualification appeared first on Project Accelerator News.

Here, we plan to take a look at some of the questions that have come up from people preparing to sit their APM PMQ exam and the best way in which they can be tackled.

We will also provide some all-important tips that will hopefully help you when it comes to sitting your APM PMQ exams because no matter how long ago, or how recently, you sat your last set of exams in any subject, it never hurts to be as prepared as possible.

Examples of questions

Describe five of the key principles of project governance.

This question comes up a lot, so it can be a good idea to consider your answer structure. It is important to ensure that your answer includes five clear points. You should also describe what governance is, and also why it is important. Where possible, you should aim to give an example for each point that you make.

List and describe five steps in creating a robust schedule.

Ensure that you begin by listing all of the steps, as this will help with the structure of your answer. The five steps are:

1. Producing WBS
2. Estimating durations for executing work packages
3. Preparing precedence diagram, and also calculating floats
4. Determining any critical path
5. Determining all your Project Milestones

You should also ensure that you give each item in your list a good description before moving on to the next one. Add examples where appropriate.

Explain The Primary Use Of Earned Value.

This is another of those questions that might come up, so it can be a good idea to make sure that you understand exactly what the question is looking for.

Earned value allows the project manager to have an understanding of whether a project is making good progress or not. This is a term that is used for describing products that have already been delivered to a project and, therefore, cannot be removed. A calculation is used to multiply that which has been delivered to the project by the planned completion date and the time that has actually been spent.

Once you have a brief explanation that will answer the question, ensure that you also add an example to explain it fully, for example:

If the costs of a project are under what the planned costs were expected to be, then this is good news. However, you should conduct further analysis in order to ascertain if this is true. It may in fact be that whilst you haven’t spent as much as you expected to, you may also not have actually produced anything either and this isn’t good news.

Does spelling and grammar matter in the exam?

With such an everyday reliance on technology for those things that we write, it can be hard when we find ourselves needing to use pen and paper, and when you add in the stress of an exam situation, it can be even more challenging. Whilst spelling and grammar undoubtedly matter in the world of work, the good news is that in an exam situation, there is a lot more leeway.

What you should be concentrating on with the answers on your exam paper is ensuring that you should you have a good understanding of the course materials and how to apply project management scenarios in the real world. A few spelling and grammar mistakes shouldn’t make too much of a difference, but do try to ensure that you spell the names of terms correctly to avoid any possible misunderstandings.

Tips for exams

Exams can be stressful no matter what level of your career you are at. With this in mind, it is important to take on board a few general pieces of information that can really help no matter what exam you are taking.

Be prepared

Give yourself plenty of time to prepare for your exam. That means setting aside some time in the run-up to the actual exam to revise the course material. Read through your notes and the course materials that you have. Make more notes, and if you have any questions, contact your instructor. They will be happy to clarify things for you so that you understand them.

Make sure that you take breaks during your revision; research has shown that this is actually one of the best ways to retain information for exams. Last-minute revision sessions are not as helpful as a revision plan that is undertaken in this way.

Complete past papers

This is a great way of seeing what type of questions you might be up against in the exam. Consider the marks that each question is worth and work out how much time you should be giving to the question during the exam. Plan your answers out and ask for feedback where possible. This will allow you to see where you might be able to improve your answers.

Read questions thoroughly

There is nothing worse than answering the question you think you read only to lose marks because you later realise that you misread it. It may seem obvious, but read each question over very carefully to ensure that you are answering them correctly. The difference this could make to your marks could be the difference between a fail and a pass.

Look at the marks for each question

The marks indicated for each question will also help when it comes to formulating your answer. If the question is worth 50 marks and asks you to talk about 5 things, then you should assume the marks are equally spaced for each item you need to discuss. Try to give examples to ensure as many marks as possible.

The post APM PMQ Exam Questions & Tips appeared first on Project Accelerator News.

We’ve noticed a significant shift in our training market since the original GFC.  Corporate training has slowed significantly and discretionary skills development courses have been largely deserted. However, these two downturns have been counterbalanced by a pick up in interest from self funded trainees focused on earning recognised credentials to boost their position in the job market.  Despite the tough times it seems Project Managers are prepared to spend their hard earned wages on training provided there is a recognised credential at the end.

So whilst the slowdown has changed the training business, it would appear the value attached by project managers to professional credentials such as PMP and PRINCE2 has not diminished with year-on-year increases in the number of candidates taking each of the credential examinations. This trend seems to be a positive step with more people being willing to accept greater responsibility for their own career path development, and being conscious of their job stability in a rapidly changing work environment, are seeking to bolster their curriculum vitae in the most effective manner.

The good news is there is a positive return on this investment. The latest series of Salary Surveys, show a steady increase in salaries for qualified project managers and in the USA, Australia and a number of other countries, a $10,000 gap between PMP credential holders and unqualified project managers. Combine this with the evidence from IPMA (International Project Management Association) surveys and the message is clear: if you are interested in a successful project management career, holding a recognised credential is becoming essential. Whether this is a good thing for our profession is a different question; over the years there has been a lot of discussion on the value of credentials such as PMP frequently triggered by the failure of a ‘qualified’ person to perform in the workplace.

From a credentialing view point there are essentially two ways to assess a person; testing what they know or assessing what they do. Competency based assessments (what they do) tend to assume knowledge based on performance. You cannot perform a complex task such as managing a project without knowledge; however, competency based assessments have two disadvantages:

• Competency is demonstrated in a specific a time and location. There is no guarantee the competent person will perform as well in a different setting with different people, cultures and relationships.
• The assessment of interpersonal competencies tends to be subjective and project management is very much focused on directing and leading people. Assessing behavioural competencies goes some way towards solving this dilemma but the assessment is still subjective.

Knowledge based assessments are empirical. The person had sufficient knowledge to pass a defined test at a defined point in time. However, the passing of a knowledge based assessment such as PMP or for that matter an MBA only shows the person has a predefined level of knowledge. The disadvantages of knowledge based assessments are:

• There is no indication the person can apply the knowledge effectively in the workplace.
• The knowledge tested in any exam is only a portion of the overall domain knowledge.

Given the problems with either assessment process, assessing the relative value of a qualification is complex and differs depending on who is making the value judgment, an employer or an individual. The value of a qualification to an individual can be measured in at least three areas:

• The advantage it offers in the job market;
• The recognition governments and other licensing authorities give to credential holders and
• Its recognition by other entities offering higher qualifications through credits or advanced standing.

The value of a qualification to an employer is in part a function of the credentials reputation, and in part what this tells the employer about the credential holder. However the current state of development leaves some gaps:

• Both PRINCE2 and PMP are uniquely valuable industry based credentials; but no single assessment is ever going to provide a guarantee of a person’s suitability for employment in a particular organisation. Being a credential holder provides one point of assessment; the person had the knowledge needed to pass a difficult, quality controlled exam.
• Whereas the relative subjectivity of competence assessments lacks the clarity of pass/fail and is situational. Many of the current competency based certifications lack a rigorous testing of underpinning knowledge and there is no way of knowing if the demonstrated competence is transferrable.

To select the best candidate, employers needs to look to other aspects of a person’s overall capabilities as well as the credential they hold. But employing qualified staff helps lift the credibility of the employer in the market.

Looking 5 to 10 years into the future I expect the PM credentialing process will have change substantially to blend aspects of workplace assessment (competency) with the formal testing of knowledge. The PMI Program Management Professional (PgMP) credential is a start along this route; my prediction is most other credentials will follow.

However, don’t wait for the future! If you are in the job market today, or want to improve your prospects with your current employer attending project management courses to gain a recognised industry credential is becoming essential. The biggest change we’ve noticed in the last decade is the general shift from the view that having a credential was a major advantage in the job market to the current situation where not having a credential has become a significant disadvantage. I’m not sure this is a good thing but it is the reality we all have to live with.

The choice in the UK is between PMP, PRINCE2 Practitioner, the new APM Registered Project Professional (RPP) and possibly the IPMA Levels C or B. A few organisations have a preference for one of these, most seem to be unaware of the differences. So, if you want to advance your career in project management and increase your income the market has spoken – get credentialed… you really do need to be certified if you want to be a project manager

The post The Value of Project Management Qualifications appeared first on Project Accelerator News.

The meaning of Train the Trainer

Train the Trainer (TTT for short) is a frequently used workplace model. During a training session, a trainer trains other employees whilst also teaching them how to train other individuals. This is a training programme that is aimed at trainers (just starting), educators and teachers in order to professionalise and optimise any current methods that they may already use, whilst also expanding their current skills and knowledge. Many of the programmes that can be opted for a focus on educating others in either leadership or facilitation skills.

There are several points that have a central focus in this type of training:

• How can you train a group?
• How do you represent yourself as a trainer?
• How do individuals respond to you?
• What is self-directing, and what are its limitations?
• What competencies does a trainer need, and what training method is right for you?

Each training workshop or training program will have a particular focus on the training style of an individual. It is important for that individual to work with an experienced trainer to create a good training program that will take them from preparation all the way through to evaluation. It will also be important to establish who the target group is and at what point they will be satisfied.

It is essential for project management instructors to experience a range of different ways in which they can share their knowledge. This can be experienced in a number of ways. TTT assists in ensuring that a training programme is its most effective. The final step is that at the end of the training, the results are evaluated, and the individual is able to reflect on the new skills that they have learnt.

In many companies, you will find either a subject matter expert or a corporate trainer who will have put a TTT model training programme in place.

Why should you consider Train the Trainer?

There are two different sets of skills and knowledge that every trainer requires. They must be fully conversant with the subject that they are teaching (this means having expertise that is content related) they also need to know how to impart this information to their students (expertise of instruction). Whilst, in theory, this is what they need, it is often not quite the case in practice.

Not everyone who has the relevant knowledge and skills within an industry has the necessary skills to teach this knowledge to others. It doesn’t always follow that someone who has attended some form of training for project managers will be able to instruct others in everything that they have learnt. There are a wide variety of ways in which you can help others to learn from your knowledge, and not all of these will work for everyone.

There are several different examples of how you can create a training-the-trainer programme. These include:

• Making trainers authoritative – if you want people to listen, engage with what you tell them and, more importantly remember if then they need to feel the person delivering the information is doing so with authority
• Trainers need to be prepared for interactive discussions with students – this will allow a trainer to train leaders who will then be able to work with their audience by getting people to think on a deeper level
• Trainers need a better understanding so they can appeal to a more diverse audience –  this will assist with the ability to retain content and could also be essential when it comes to teaching other training programmes and helping make sure that those taking part are involved in developing any content

How can you Train the Trainer?

There are a wide range of different ways in which you can Train the Trainer, and one of the most popular ones is the wide variety of training courses that are on offer that have this type of programme available. These can last from one-day to a week, with the content of the course varying significantly from one type of course to another.

A good training course is one where the trainer will not just tell those who are there what they need to learn but will also let them see how they should teach it. When a trainer is internal, they learn to use empathy and listen. They offer ideas and also show how courses that will be relevant to employees can be created.

For anyone who wants to complete a Training for Trainer course, there are five important points to consider:

1. Begin with the goal of a trainer

You should consider the following points:

• Do you have skills you want to develop?
• What would being a trainer mean to you?
• Can you change your attitude?
• Could you see your job being one where you convey knowledge?

The answers to these questions will help show what type of trainer you require.

2. Think about educational psychology

A course that is effective is one that treats the relevant educational psychology and how this is used by the trainer in both the design and delivery of all learning choices. An ability to understand educational psychology properly will also allow for better guidance from the trainer and will ensure that students are better equipped to deal with situations as they occur.

3. Develop both objectives and an assessment process

Both trainer and student should be able to create goals that are based on realistic assessment and behaviour so that they can see the outcome of the course in real terms Both of them will need to work on a range of objectives that look at behaviour and at the end of the course it should be evident if these have been achieved.

4. Lesson content should support its objectives

It is important to ensure that the content of any lessons has been put together in such a way that it really supports the objectives.

5. Consider making it interactive

Good lessons are interactive, as they engage students in dialogue and work with a range of senses to offer a more stimulating learning experience.

The post Train the Trainer: Developing Effective PM Instructors appeared first on Project Accelerator News.

So you could be a perfectly successful project manager without any specific PM training or project management qualifications – or could you?

What professional PM training provides is re-enforcement of the methods that work – that have been tried and tested over huge numbers of projects in all sorts of businesses and industries. The recognised project management methodologies are a catalogue of best practices but also of the behaviours and attitudes that a PM requires. So whether you opt for a foundation course such as the APM Project Fundamentals course or one of the more advanced APM courses of study a PM training course will ensure you are managing you projects to the best of your ability. It will also ensure you are continuing to develop as a professional and not stagnating by doing things the way you have always done.

Yes, of course, real-world experience is essential and much can be learnt from real-world successes and mistakes. The experience gained on a range of projects and especially on complex projects can never be taught, but relevant training and gaining professional PM qualification is also essential for developing and progressing in a career as a project manager.

That’s not to say a project manager with accreditation such as the APM PMQ qualification (previously known as the APMP qualification) is more successful at leading and directing projects (because that measure depends on so many other factors such as personal traits, the industry and type and complexity of projects), but the qualification is an indication that you take your professional development seriously and provides formal recognition of that fact. So a professional project management qualification can increase your worth in the jobs market and improve your career prospects.

So, quite simply, it is worth studying for PM Qualifications – even if you have to fund the training yourself. Fortunately there are plenty of less expensive options than traditional classroom courses such as e-learning or distance learning.

Take a look at this sample lecture from the new distance learning course by Parallel Project Training for the APM Project Fundamentals Qualification – it will give you a taste of distance learning…

Some larger companies encourage their employees to study for professional qualifications and allow time off for study as well as funding the course and exam fees. Other companies require PM qualifications before you would even be invited for an interview so failure to achieve a recognised PM qualification will hold you back in your career. There is even evidence to indicate that those with the right professional PM certification earn higher salaries. It looks set to become ever more essential gain accreditation as project management moves more towards being recognised as a profession in the way that accountancy and law are with their emphasis on qualifications and continuous professional development.

The post Does a Project Manager Need PM Qualifications? appeared first on Project Accelerator News.

Of course, it is true that some organisations actively encourage their employees to become certified, and some even insist on it. They provide the opportunity, the funding and the time away from the office to achieve this. Some companies even offer salary rises for people who gain the PMP Certification. But there are also many smaller, successful organisations which do not place so much emphasis on these industry-recognised credentials which may be for cultural reasons or simply a lack of training budget. That may, however, be changing as project management moves more towards being recognised as a profession in the way that accountancy and law are with their emphasis on qualifications and continuous professional development.

There are many experienced project managers who would argue that they have proved their worth with academic qualifications and other relevant qualifications over the years of their careers, not to mention their extensive experience so why would they be interested in yet more credentials. Well one reason is that of continuous professional development and another, perhaps more important, reason is the advantage when it comes to enhanced career prospects.

So why is it worth obtaining a PMP certification?

The PMP certification is an indication to a new employer that you have the proper amount of relevant experience and training and have a good enough understanding of the PMI Body of Knowledge and more general project management principles to pass the exam. The stringent pre-requisites to the exam mean that this is not just a paper credential – you can only take the exam if you can demonstrate that you have between 3 and 5 years of practical experience running projects.

So the fact that many employers place such a significant amount of weight on this credential is understandable. Many organisations do not even interview people without this designation, which may be unfortunate for the many highly successful people who previously did not have the need for this type of credential. For example is a project manager with a bachelor’s degree and a master’s degree and 10 years practical experience a less suitable candidate than one with only a bachelor’s degree and 3 years experience but also PMP Training? Some employers might think so but it would be encouraging to believe that, in a professional world, employers can see beyond certain credentials. Nevertheless, as times change in the project management world so too must project managers.

So, quite simply, project management courses that lead to internationally-recognised credentials such as PMP Certification, APM PFQ and the other APM credentials such as APM PMQ (previously known as APMP) are worth the effort. They draw attention to your CV and get you in the door for the all-important interview where you can impress a prospective employer with your knowledge and previous experience.

The post Is Project Management Certification Worth It? appeared first on Project Accelerator News.

With recruiters looking for a range of hard and soft project management skills, and candidates capable of managing people, resources, time, and budgets efficiently in a changing climate, self-learning is ever more important. 

Why take a project management course?

You could be aiming to move from a junior to a senior role, take on more responsibility within a project team, or transition to leading multiple projects within a company. Taking a project management course will help you build on the skill sets you’ve already developed, adapt to new ways of working in the current climate, and help you earn that promotion in post-pandemic times. 

What sort of courses are available? 

Choose from a range of certified and accredited courses or course bundles that align with industry standards in project management. These courses are both self-paced online learning, and a mix of classroom and self-study so you can pick a study style that suits you and your lifestyle.

What subject areas are covered?

The range of courses covers general project management skills for those at all different stages in their career, and those that focus on specific project management methods. 

There are courses on the Six Sigma data-driven method, change management, and Agile PM – originally designed for the software industry, and now more widely used in sectors such as transport and finance. 

How long do the courses take?

Each course description will include details of the approximate workload for online learning or classroom-based activity. If you also look out for the course features sections this will detail what access you get to handbooks, exam simulators, and other course materials for additional self-study. 

You could be looking at a course load of 45-60 hours for the Prince 2 Full Collection (foundation and practitioner level), 26 hours for the Change Management Foundation and Practitioner Course, and 4 days for the comprehensive Agile Project Management Foundation and Practitioner training. 

What are the entry requirements?

There are two different types of entry requirements at play here, the first for the course itself, and occasionally you’ll find requirements for taking exams. 

Course requirements vary depending on the type and level of training, but if you’re looking for a foundation-level course, then it’s open to all looking for a solid grounding in the theory and practice of project management.

As you move up to more advanced training, course providers may be looking for a certain level of work experience, or a combination of work experience and a degree or equivalent qualification. 

Are the courses industry recognised? 

Each course description will have details of the professional project management body it’s affiliated with, or institute that’s accrediting the training. You’ll regularly see names such as APMG International, a leading exam and accreditation institute, PMI the project management institute, or PMP, Project Management Professional. If you need information about any of the training providers and the recognition each course provides, then support is always available.

Will exams be included in the course fee? 

Full information is available for each course and training bundle on assessment methods, exam vouchers, and how to book each type of exam. This includes booking exams where the fee is included as part of the course, or by using personal payment details. 

Whether you are just at the beginning of your training journey or looking to further extend training help and support is always available to ensure you make the most of the opportunities.

The post How a project management course can help you earn a promotion post-pandemic appeared first on Project Accelerator News.

It was the UK governmental body OGC (Office of Government Commerce) that back in 1989 first defined the structured methodology that has evolved today into the internationally recognised PRINCE2 methodology. It was originally established to help Government departments deliver the best value possible from its capital expenditure and is an acronym for Projects In a Controlled Environment. Of course, there are also other knowledge-based methods from APM (Association for Project Management) and PMI (Project Management Institute).

Formal methodologies are commonly used for software development, manufacturing, engineering, and construction projects to plan, schedule and control all of the tasks and activities required. More and more they are also being used by services and solutions companies in order to add discipline and control to their projects.

Consequently, managing projects is now a fundamental part of many businesses and the role of project manager is now a professionally recognised one, which involves not only planning, scheduling and controlling activities but also expertise in the management of risk, change and quality. The skills required to successfully complete projects are very much in demand in the competitive business environment and include not only a technical ability to efficiently manage tasks but also people management skills and good business awareness.

An internationally recognised qualification can be a real advantage but equally important are other skills such as:

• An open-minded attitude to each new task
• The ability to select the right software tools
• Understanding the business case
• Describing the business goal that the project is striving for
• An ability to tailor methods and techniques to particular projects
• Effective prioritisation of every part of the project
• Negotiating skills for requesting additional resources
• Learning lessons from previous projects to avoid repeating mistakes
• Questioning all assumptions made
• Diplomatic skills to gain support where required

Of course, all of these skills will only benefit a project manager with a good, sound understanding of professional methods and techniques.

It is essential to create a written document that clearly states the scope of the project. This might be known as the Scope Document, the Project Charter or the Business Requirements Document. Whatever it is called in your organisation the key factor is that the scope of the project, what is included and what is specifically excluded, is clearly and unambiguously documented and that it is approved by all of the stakeholders to the project.

This document will prove invaluable later on in the project when issues are bound to arise over what exactly should be delivered and where certain responsibilities lie. It will also help with assessing how realistic initial schedules and budgets are. A scope document should include a breakdown of the different tasks required to complete the project and an assessment of the likely benefits versus the costs in a cost-benefit analysis.

It is also essential to ensure that there is a communication plan in place so that all stakeholders, managers, team members and anyone else with an involvement in the project are kept fully aware of the progress of the project. Communicating is a two-way thing so the plan should allow for feedback and, more importantly, all feedback received should be assessed. Ignoring the concerns of anyone involved in the project, no matter how junior they might be, runs the potential risk of failing to deliver the project on-time and on-budget. By communicating effectively, vital commitment and cooperation will be gained from the team, and support from those who are affected but maybe not involved to any great extent. A lack of communication only serves to raise objections and generate resistance to a new project.

And while all this is going on a professional project manager will not forget to motivate and encourage the project team, to repeatedly monitor progress and adjust the project plans, where necessary, and to manage all the potential risks within the project. After all project management is simply about getting things done whether you choose to follow a PRINCE2, PMP, APM PFQ or APM PMQ methodology.

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This includes the new role of the Product Owner. The role of the product owner is to represent the views of the users in the project. They bring the voice of the users into the project and express those things that are important to the users. As such the Product owner act as a counterweight to the sponsor and project manager.

This is a new role added to the 7th Editions of the Body of Knowlege as part of the move to include agile approaches.

The product owner acts as the following functions

1. They have a key role in collating the user’s requirements early in the project. Often they will use a MOSCOW approach to classify these requirements.
   1. Must have features those features essential for the operation of the business, such as the ability to process data securely.
   2. Should have features thing than the product can live without but will need some adaptation by the users. Such as a sales system automticaly posting data into an accounts package without manual entry.
   3. Could have requirements things that are nice to have, they will bring benefit but the benefit is marginal. Such as integration between the sales system and social media marketing.
   4. Won’t have features that are excluded from the scope, They support the testing and any piloting of these requirements. Remote support for invoicing via a mobile app.
2. They play a key role in understanding how the products will be used in practice by the users.
3. They need to review the proposed changes from users to understand if they are essential.
4. They have a key role in organising user acceptance, feedback and testing.

This is a formalisation of the role that was often referred to as the senior users in PRINCE2.

Learn more about the latest changes to the 7th Edition of the APM Body of Knowledge and the updates to the APM Project Management Course including the APM PFQ and APM PMQ  (previously known as APMP) at Parallel Project Training.

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