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PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTING Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; BENEFITS REALISATION: A COMPREHENSIVE OVERVIEW It is the definition, planning, structuring and actual realisation of the benefits of a business change or business improvement project. Despite vast sums being spent on projects, many organisations don’t do most of what follows. It is also the most valuable thing you can do when delivering any kind of change, or are involved in significant EXAMPLE PROJECT RISKS: REAL EXAMPLES OF BAD & BEST PRACTICESSEE MORE ON PMIS-CONSULTING.COM EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
EARNED VALUE MANAGEMENT (EVM), WORKED EXAMPLE, ANALYSISSEE MORE ONPMIS-CONSULTING.COM
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTING Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; BENEFITS REALISATION: A COMPREHENSIVE OVERVIEW It is the definition, planning, structuring and actual realisation of the benefits of a business change or business improvement project. Despite vast sums being spent on projects, many organisations don’t do most of what follows. It is also the most valuable thing you can do when delivering any kind of change, or are involved in significant EXAMPLE PROJECT RISKS: REAL EXAMPLES OF BAD & BEST PRACTICESSEE MORE ON PMIS-CONSULTING.COM EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
EARNED VALUE MANAGEMENT (EVM), WORKED EXAMPLE, ANALYSISSEE MORE ONPMIS-CONSULTING.COM
ONLINE PROJECT MANAGEMENT TRAINING COURSES Online Project Management Training Courses: PMIS specialises in providing in-house project management-related training. Our training has been delivered online for well over a decade. We have learned how to make online delivery simple for the participants and as effectiveas face-to-face.
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. EXAMPLE PROJECT RISKS: REAL EXAMPLES OF BAD & BEST PRACTICES The following are examples taken from publications on the internet (and are also typical of what we see in real risk registers): “ Scope is ill-defined “. This is a statement – not a risk. This example is an issue, not a risk. “ The project may be late ”. Thisexample
HOW TO SET SMART PROJECT OBJECTIVES A number of (smart) objectives could then also be agreed upon that specifically support the project goal. For example, there could be a range of objectives, including: to increase conversion rates from enquiries into sales by x %; to retain existing customers (through and beyond the change). The agreed objectives will then lead to a seriesof
COMBINING AGILE WITH PRINCE2 Change is looked on as a bad thing in Prince2 (hence the ‘tolerances’, strictly ‘ controlled ‘). One of the major advantages that Agile can bring is the ability to accommodate change quickly (flexibility is a better word). Introducing Change in a Prince2 environment can be very slow (cumbersome, not ‘agile’) andis often a real
WHY “MANAGEMENT BY EXCEPTION” HAS NO PLACE ON PROJECTS Management by exception is often combined with the concept of tolerance in relation to the plan. Firstly, the concept of tolerance has some place, for example if a Purchase Order comes in fractions over its estimated value, there should be flexibility or ‘tolerance’ in the management processes to accommodate this, with the minimum of fuss. PROJECT MANAGEMENT PHILOSOPHY METHOD AND STATEMENT The purpose of this new article is to share some of our thoughts and philosophy towards the much debated topic of what works best in project management (PM). It focuses on principles and practices (things we believe are highly important), rather than a single method. Methods come in all sorts of shapes and sizes, like Prince2, Agileetc.
HOW TO EMBED PROJECT MANAGEMENT LESSONS LEARNED SUCESSFULLY Rule number #1 is always: this kind of information must be shared, whenever possible, in an interactive manner, avoiding the risks (²) of one-way forms of communication as much as possible. For example. Lessons learned, that are carefully chosen and expressed, could be shared with project management communities through periodicinteractive
AGILE VERSUS WATERFALL: PROS AND CONS & DIFFERENCE BETWEEN The biggest difference between Agile and Waterfall is that typically in Agile the deliverable is produced and accepted incrementally, around short iterations or equivalent (usually 2-4 weeks). Additionally, using Agile, requirements are normally defined around each iteration, rather than at the start of the project in a singlerequirements phase.
10 REASONS WHY PRINCE2 IS NOT BEST PRACTICE Here are our top 10 reasons why it’s not even good, let alone ‘best practice’: Its legacy is UK public sector and much of the organisational culture of UK public sector is totally ingrained in the method in a way that the much of the private sector would never employ. The best example is the core members of a project board. FULL INDEX OF TRAINING COURSES PMIS Consulting Limited Magdalen Centre The Oxford Science Park Oxford, OX4 4GA England, UK. Tel : +44 (0)1865 784040 Fax: 0871 5283858 (UK only)
PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTING Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
BENEFITS REALISATION: A COMPREHENSIVE OVERVIEW It is the definition, planning, structuring and actual realisation of the benefits of a business change or business improvement project. Despite vast sums being spent on projects, many organisations don’t do most of what follows. It is also the most valuable thing you can do when delivering any kind of change, or are involved in significant EXAMPLE PROJECT RISKS: REAL EXAMPLES OF BAD & BEST PRACTICESSEE MORE ON PMIS-CONSULTING.COM EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
EARNED VALUE MANAGEMENT (EVM), WORKED EXAMPLE, ANALYSISSEE MORE ONPMIS-CONSULTING.COM
FULL INDEX OF TRAINING COURSES PMIS Consulting Limited Magdalen Centre The Oxford Science Park Oxford, OX4 4GA England, UK. Tel : +44 (0)1865 784040 Fax: 0871 5283858 (UK only)
PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTING Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
BENEFITS REALISATION: A COMPREHENSIVE OVERVIEW It is the definition, planning, structuring and actual realisation of the benefits of a business change or business improvement project. Despite vast sums being spent on projects, many organisations don’t do most of what follows. It is also the most valuable thing you can do when delivering any kind of change, or are involved in significant EXAMPLE PROJECT RISKS: REAL EXAMPLES OF BAD & BEST PRACTICESSEE MORE ON PMIS-CONSULTING.COM EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
EARNED VALUE MANAGEMENT (EVM), WORKED EXAMPLE, ANALYSISSEE MORE ONPMIS-CONSULTING.COM
FULL INDEX OF TRAINING COURSES PMIS Consulting Limited Magdalen Centre The Oxford Science Park Oxford, OX4 4GA England, UK. Tel : +44 (0)1865 784040 Fax: 0871 5283858 (UK only)
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. MANAGING REMOTE TEAMS TRAINING Managing remote teams training An instructor-led online training course. This interactive course will give you highly practical steps and guidance for working in and managing remote teams, to help those teams to be effective quickly when working remotely. BENEFITS REALISATION TRAINING Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: In-House – delivering this course at your site.; Instructor-led online – for in-house groups or individuals using simple web-based tools.; UK’s first Benefits Realisation training course: proven one day course. We have the UK’s longest running course (2003) and prove every month that it WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; AN OVERVIEW OF MANAGING CHANGE. Picking the ‘team’: change management is a real skill, and to be successful all members of the team must be willing to listen, learn, adapt and improve as they go forward – especially to those who are there to bring this very skill. You must test the ability and willingness of all prospective team members to operate and behave inthis way
HOW TO SET SMART PROJECT OBJECTIVES A number of (smart) objectives could then also be agreed upon that specifically support the project goal. For example, there could be a range of objectives, including: to increase conversion rates from enquiries into sales by x %; to retain existing customers (through and beyond the change). The agreed objectives will then lead to a seriesof
PROJECT MANAGEMENT PHILOSOPHY METHOD AND STATEMENT The purpose of this new article is to share some of our thoughts and philosophy towards the much debated topic of what works best in project management (PM). It focuses on principles and practices (things we believe are highly important), rather than a single method. Methods come in all sorts of shapes and sizes, like Prince2, Agileetc.
WHAT TYPES OF PROJECTS CAN AGILE BE APPLIED TO? Types of projects that may suit Agile?. Many people are understandably asking this question – “what kinds of projects can Agile be applied to”? The single biggest difference between being able to use Agile or a more Waterfall approach is the ability to be able to define, develop and formally release end product incrementally. Another consideration is if late changes to design (where WHY “MANAGEMENT BY EXCEPTION” HAS NO PLACE ON PROJECTS Management by exception is often combined with the concept of tolerance in relation to the plan. Firstly, the concept of tolerance has some place, for example if a Purchase Order comes in fractions over its estimated value, there should be flexibility or ‘tolerance’ in the management processes to accommodate this, with the minimum of fuss. CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTING Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
GOVERNANCE CONSULTANTS. Project Governance Consultancy Support. Governance deals with strategic level controls and management structures, processes and responsibilities. It should define for example, responsibilities for key decisions and define in advance how issues will be resolved in an effective manner. Another example might be business reviews ofprojects, which
WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
WHY “MANAGEMENT BY EXCEPTION” HAS NO PLACE ON PROJECTS Management by exception is often combined with the concept of tolerance in relation to the plan. Firstly, the concept of tolerance has some place, for example if a Purchase Order comes in fractions over its estimated value, there should be flexibility or ‘tolerance’ in the management processes to accommodate this, with the minimum of fuss. HOW TO EMBED PROJECT MANAGEMENT LESSONS LEARNED SUCESSFULLY Rule number #1 is always: this kind of information must be shared, whenever possible, in an interactive manner, avoiding the risks (²) of one-way forms of communication as much as possible. For example. Lessons learned, that are carefully chosen and expressed, could be shared with project management communities through periodicinteractive
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTING Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
GOVERNANCE CONSULTANTS. Project Governance Consultancy Support. Governance deals with strategic level controls and management structures, processes and responsibilities. It should define for example, responsibilities for key decisions and define in advance how issues will be resolved in an effective manner. Another example might be business reviews ofprojects, which
WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
WHY “MANAGEMENT BY EXCEPTION” HAS NO PLACE ON PROJECTS Management by exception is often combined with the concept of tolerance in relation to the plan. Firstly, the concept of tolerance has some place, for example if a Purchase Order comes in fractions over its estimated value, there should be flexibility or ‘tolerance’ in the management processes to accommodate this, with the minimum of fuss. HOW TO EMBED PROJECT MANAGEMENT LESSONS LEARNED SUCESSFULLY Rule number #1 is always: this kind of information must be shared, whenever possible, in an interactive manner, avoiding the risks (²) of one-way forms of communication as much as possible. For example. Lessons learned, that are carefully chosen and expressed, could be shared with project management communities through periodicinteractive
AGILE PORTFOLIO MANAGEMENT TRAINING Agile Portfolio Management: development workshop. Our approach uses the principles and selected practices of Agile to create a highly effective environment for managing portfolios. For example, it does not use cumbersome templates. It uses highly effective visuals to present items to be considered for inclusion in the portfolio and tomap every
MANAGING REMOTE TEAMS TRAINING Managing remote teams training An instructor-led online training course. This interactive course will give you highly practical steps and guidance for working in and managing remote teams, to help those teams to be effective quickly when working remotely. LEADERSHIP, COMMUNICATION AND TEAM WORKING. Leadership is very hard to define, but easy to notice when it is lacking. Effective leadership involves: motivation. open communication. effective delegation. decision making. being consistent. being prepared to deal with issues and confronting situations. involving the team in decisions while being prepared to make tough decisions. PROJECT RISK MANAGEMENT PROCESS: ASSESSMENT, LIFECYCLE Project Risk Management: a practical guide. Most people agree that all projects carry risk (uncertainty). However, few organisations can demonstrate the application of disciplined risk management on their projects. This can be a major constraint on the success of anyproject.
PROJECT GOVERNANCE: IMPORTANCE, EXAMPLES AND STRUCTURES The following table demonstrates a number of key relationships between Project Governance and other Project Management Processes: Achievement of Strategic Objectives: The Management of Strategic Projects – Benefits Realisation. Accountabilities: Project Sponsorship & Organisation. Performance Mgmt & Controls: using metrics such asearned value.
MOBILISATION AND TEAM BUILDING CONSULTANTS. Mobilisation. Our staff will work with you to improve the initiation and establishment of your project. This can take the form of: Developing improved ‘team based roles’ and responsibilities across the project. Developing improved, customer, supplier and partner relationships. Developing all key controls to be used by the team tounderstand
PROJECT MANAGEMENT PHILOSOPHY METHOD AND STATEMENT The purpose of this new article is to share some of our thoughts and philosophy towards the much debated topic of what works best in project management (PM). It focuses on principles and practices (things we believe are highly important), rather than a single method. Methods come in all sorts of shapes and sizes, like Prince2, Agileetc.
WHY SCRUM ALONE DOES NOT WORK The purpose of this post is to describe the limitations of Scrum and why Scrum alone will often not work. Later we describe what would work much better, while still using incremental product development. In particular, we focus on how to move beyond the mantra of delivering “value” to something much more specific, beneficial and measurable GUIDANCE ON THE USE OF BUSINESS CASES. Developing Guidance on when a Business Case is required. A Business Case is a proposal to invest significant resource in an undertaking (for example a project or business change) that will provide specific benefits to the owning organisation. In doing so, the business case must provide fundamental information to decision makers (thoseapproving
COMBINING AGILE WITH PRINCE2 Change is looked on as a bad thing in Prince2 (hence the ‘tolerances’, strictly ‘ controlled ‘). One of the major advantages that Agile can bring is the ability to accommodate change quickly (flexibility is a better word). Introducing Change in a Prince2 environment can be very slow (cumbersome, not ‘agile’) andis often a real
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTINGPROGRAM MANAGEMENT CERTIFICATIONPROGRAM MANAGEMENT PDFPROGRAM MANAGEMENT PLAN TEMPLATEPROGRAM MANAGEMENT SERVICES DEFINITIONEVALUATING PROGRAM OUTCOMESPROGRAM OUTCOMES TEMPLATE Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. GOVERNANCE CONSULTANTS. Project Governance Consultancy Support. Governance deals with strategic level controls and management structures, processes and responsibilities. It should define for example, responsibilities for key decisions and define in advance how issues will be resolved in an effective manner. Another example might be business reviews ofprojects, which
WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; AN OVERVIEW OF MANAGING CHANGE. PROJECT RISK MANAGEMENT PROCESS: ASSESSMENT, LIFECYCLESEE MORE ON PMIS-CONSULTING.COMRISK MANAGEMENT CERTIFICATIONPMI RISK MANAGEMENT PROCESSRISK MANAGEMENT OUTLINE EXAMPLESRISK MANAGEMENT TRAINING COURSERISK MANAGEMENT TRAINING PROGRAMSPROJECT RISK MANAGEMENTTRAINING COURSE
EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
CHANGE MANAGEMENT TRAINING COURSE Delivery: On-site and Instructor-led Online. This course can be taken through any of the following: On Site; Web Based – interactive trainer led delivery over the Web; Course Overview. This course will teach practitioners and managers the practical steps and skills involved in delivering successful business change, for example transformation programmes. PROJECT MANAGEMENT ARTICLES AND FREE RESOURCES The following articles provide practical help on various project management topics, where we share evidence of what works well in delivering projects and extracts of what is in our training. We write about the good, the bad and even sometimes ugly in projects. We never shy away from challenging questions, always providing an open andhonest view.
ARTICLE DESCRIBING PROGRAMME MANAGEMENT FROM PMIS CONSULTINGPROGRAM MANAGEMENT CERTIFICATIONPROGRAM MANAGEMENT PDFPROGRAM MANAGEMENT PLAN TEMPLATEPROGRAM MANAGEMENT SERVICES DEFINITIONEVALUATING PROGRAM OUTCOMESPROGRAM OUTCOMES TEMPLATE Today, programme management is often used to co-ordinate multiple projects that all relate to a single goal from a business strategy. In the context of this article, a programme is a collection of projects, which together contribute towards a common set of objectives or targetoutcome.
PROJECT RISK MANAGEMENT TRAINING COURSE. CLASSROOM & ONLINE Customer feedback. The following is typical of the feedback we get from this course (UK Banking Sector): “Just wanted to touch base with you following the risk management training for the Project Management team.It went really well and we’ve had great feedback and the team has a number of outcomes to focus on now so thank you for helping us with this. PROJECT SPONSOR COACHING & TRAINING Course Objectives. To demonstrate why sponsorship matters and the responsibilities of project sponsors. To coach sponsors with: how to communicate the aims of any project in crystal clear terms. how to ensure the benefits of any project are delivered. implementing effective governance across projects. conducting reviews of projects. GOVERNANCE CONSULTANTS. Project Governance Consultancy Support. Governance deals with strategic level controls and management structures, processes and responsibilities. It should define for example, responsibilities for key decisions and define in advance how issues will be resolved in an effective manner. Another example might be business reviews ofprojects, which
WHAT GOES WRONG WITH PROJECTS? Throughout this whole period, we ask ‘ what goes wrong with projects ‘ as a formal exercise at the start of all courses. We have captured and aggregated participants answers, providing two very interesting results (from well over 3000 people ): the similarity of the responses to this question whenever it is asked. The responses seldom change; AN OVERVIEW OF MANAGING CHANGE. PROJECT RISK MANAGEMENT PROCESS: ASSESSMENT, LIFECYCLESEE MORE ON PMIS-CONSULTING.COMRISK MANAGEMENT CERTIFICATIONPMI RISK MANAGEMENT PROCESSRISK MANAGEMENT OUTLINE EXAMPLESRISK MANAGEMENT TRAINING COURSERISK MANAGEMENT TRAINING PROGRAMSPROJECT RISK MANAGEMENTTRAINING COURSE
EARNED VALUE (EVM) GLOSSARY OF TERMS. Budget Cost of Work Performed ( aka Earned Value ) The total budget value of the work performed (in any given time period). This is calculated by adding the sum of the budgets for completed work plus the completed portion of open work packages together with planned budgets for level of effort. This calculation can be made far simplerand more
GOVERNANCE CONSULTANTS. Project Governance Consultancy Support. Governance deals with strategic level controls and management structures, processes and responsibilities. It should define for example, responsibilities for key decisions and define in advance how issues will be resolved in an effective manner. Another example might be business reviews ofprojects, which
AN OVERVIEW OF MANAGING CHANGE. Picking the ‘team’: change management is a real skill, and to be successful all members of the team must be willing to listen, learn, adapt and improve as they go forward – especially to those who are there to bring this very skill. You must test the ability and willingness of all prospective team members to operate and behave inthis way
AGILE PORTFOLIO MANAGEMENT TRAINING Agile Portfolio Management: development workshop. Our approach uses the principles and selected practices of Agile to create a highly effective environment for managing portfolios. For example, it does not use cumbersome templates. It uses highly effective visuals to present items to be considered for inclusion in the portfolio and tomap every
CAPABILITY AND MATURITY MODEL. The purpose of the capability maturity model is threefold: to provide organisations with a means of quantitatively assessing the performance and maturity of their project management function; to provide a tool for periodically measuring and quantifying improvement. The results from the model are presented in MOBILISATION AND TEAM BUILDING CONSULTANTS. Mobilisation. Our staff will work with you to improve the initiation and establishment of your project. This can take the form of: Developing improved ‘team based roles’ and responsibilities across the project. Developing improved, customer, supplier and partner relationships. Developing all key controls to be used by the team tounderstand
EXAMPLE PROJECT RISKS: REAL EXAMPLES OF BAD & BEST PRACTICES The following are examples taken from publications on the internet (and are also typical of what we see in real risk registers): “ Scope is ill-defined “. This is a statement – not a risk. This example is an issue, not a risk. “ The project may be late ”. Thisexample
PROJECT RISK MANAGEMENT PROCESS: ASSESSMENT, LIFECYCLE Project Risk Management: a practical guide. Most people agree that all projects carry risk (uncertainty). However, few organisations can demonstrate the application of disciplined risk management on their projects. This can be a major constraint on the success of anyproject.
EARNED VALUE MANAGEMENT (EVM), WORKED EXAMPLE, ANALYSIS What is EVM? It is a means to provide objective measures of cost and schedule performance throughout a project life-cycle. It is very different to simply looking at planned versus actual spend (£ / $) data. The key purpose of earned value management is to inform a project team’s decision making and to highlight cost and schedule issues early, allowing time for recovery action to be taken. 10 REASONS WHY PRINCE2 IS NOT BEST PRACTICE Here are our top 10 reasons why it’s not even good, let alone ‘best practice’: Its legacy is UK public sector and much of the organisational culture of UK public sector is totally ingrained in the method in a way that the much of the private sector would never employ. The best example is the core members of a project board. WHY AGILE WILL NEVER BE A PROJECT MANAGEMENT FRAMEWORK Agile is a product development approach (it is not a methodology) and there is no single “Agile” (1) (as in the noun). It is a collection of values and principles about software development . Most importantly, it is a huge mistake to call it or think of it as a project management framework. Also, Agilists frequently label every“non-Agile
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PMIS CONSULTING LIMITED INSTRUCTOR-LED ONLINE PROJECT MANAGEMENT TRAINING USING REAL PROJECTS FROM YOUR BUSINESSSERVICES WE OFFER:
ONLINE TRAINING FOR IN-HOUSE GROUPS We have specialised in in-house project managementtraining in the UK
and overseas since 1993. We bring the complete context of your business to courses, by using real projects from your business as the basis of practical sessions, and do this without charging extra. Any of our online courses can be delivered for your in-house groups, at dates to suit you, using simple web-based tools. CONSULTING: ON-SITE & ONLINE From Capability Assessments to risk assessments and process improvement, we provide on-site or online consulting services.ON-SITE
For organisations with more specific tailoring requirements, our approach to tailoring can be found here . Customised in-house courses do not have to be expensive at all but the benefits are huge. ABOUT PMIS CONSULTING Founded in 1993 in the UK, we specialise in in-house online project management training and consulting. WE GUARANTEE YOU WILL BE SATISFIED AS WE: – only deliver project management related training, never teach “theory” and always focus on practical things people can do straight away. We never teach anything you would not want to do inreal life;
– have promoted and taught the practices now referred to as Agile for over two decades. Agile is not new, and it is not new to us; – focus on the most challenging aspects of delivering projects well, not just the basics, such as how to ensure the benefits of projects are delivered; – deliver highly interactive and engaging training and coachingsessions;
– can understand what each client wants very quickly – enabling us to deliver solutions that fit your needs completely and are very goodvalue.
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