In this post, we will view CAMMP™ by the numbers and images
Years ago, I started leading project management workshops inside the companies I worked for. I remember my first course, back in the mid-1990’s was on the steps of project control and I delivered to our engineers and construction professionals (our employees and the employees of the general contractor).
Then Continue reading
I have been reading some posts on Agile and its usage in construction and what a disaster.
Ah – abbreviations – abbreviations. PMO, PMD, PMF, PM, OPM, what do all of these things mean and should we care?
Well, let us start with the last part of the opening sentence, should we care?
Can we challenge your conventional wisdom?
Today is one of those days when I wish I had more humor to deal with a difficult topic. Read on
In your organization, do you have a FMO or eFMO?
How about a cHRMO?
No, then for sure you have an MMO or TMO.
No? Continue reading
In the previous article, we touched on this subject and today we expand the discussion. The following is part of the SUKAD Applied Learning Program – Essentials (ALP-E).
Why Applied Learning?
Project management is an applied domain and the best way to learn it is on the job by applying the concepts. Secondly, project management must be performed in teams, and not by an individual or an incongruous group of individuals.
Numerous research by top professional organizations and SUKAD research and observations in the region suggest that classroom training, especially of a generic nature, is not enough. Even when the training leads to certifications from global project management associations, the desired learning outcomes have not been achieved. Some reasons for this may be:
- Most training programs depend on lectures and injecting knowledge. That knowledge is maintained until the exam, but quickly forgotten after, if not practiced on the job. Again, this is true even with generic certifications like the PMP (Project Management Professional) and PRINCE2. Unless those professionals who achieved these certifications are empowered to develop, or update, or enhance the Organizational Project Management system, then the return on investment from these training programs is reduced to a minimal.
- Most training, and in particular certification preparation (with the exception of the newly established PRINCE2 Professional), focuses on individual knowledge as the main requirement to pass the exam.
- Generic training often neglects the real life workplace dynamics in organizations, and often the techniques learned in class, even when participants buy into them, are quickly discarded by the work environment as wasteful and unnecessary.
At SUKAD we believe that learning has occurred when behavior has changed for the benefit of both the organization and the individual.
This means that the emphasis must be on creating shared workplace knowledge, leading to the formation of a collective mental model in a given environment. Such a model may include an organization specific OPM system, but also the tacit knowledge of which techniques should be selected and which team members are best suited to a particular project.
For project management, the ideal learning environment is to blend and integrates:
- classroom lectures, with
- practice through individual and group exercises on a real or realistic project, in the classroom, and
- if the program supplements the classroom work with on-the-job practice on a REAL project, working with a project sponsor, and a mentor/coach if available.
In organizations where there is an established project management department or office, an internal mentor or coach would be helpful. However, if such mentors are not available, or the organization does not have a PM Department or PMO, then SUKAD Principal Consultant can fill that role. In either case, a sponsor, or project owner is necessary, and a real project would be preferred.
In other words, if organizations want the prevailing culture to change, high-level support is necessary to facilitate such change, and real life scenarios are needed to ensure relevance of the learning.
Contact us to learn about this program, or leave a message and will contact you!
In this post, it is a mix between sharing knowledge and advertising our services.
The question is: should organizations revisit how to learn project management? How can they develop competent staff? Continue reading
Just a few days ago, we posted a couple of introductory videos to the iSMILE™ series of short videos. These are short videos, which would be less than 5 minutes, ideally, and preferably less than 3 minutes.
Today, we post the third video. Continue reading
Years ago, we had a concept to create cSMILE which we later changed it to iSMILE™. Since we cannot have a physical center or institute today, why cannot we have a virtual educational series?
I will not write much today, I will let these two short videos explain.
What do you think? Any topics you like us to cover?
Are there any topics that you like us to cover in future videos?
Sorry changed the title after the initial release
This post is a personal story, which is a lesson I learned in 1999. and I remember it every time I am working with a team, especially in a volunteer environment. I have included this story in one of my books and possibly also posted about here on this blog, but I am going through the same experience again, so it is worth repeating.
I remember it every time I am working with a team, especially in a volunteer environment. I have included this story in one of my books and possibly also posted about it here on this blog, but I am going through the same experience again, so it is worth repeating.
The story is about patience, decision-making, procrastination, and volunteer work. Basically, how to bring your team along, when a decision is made? Or should you leave them behind?