If You Build it They Will Stay: Investing in Training and Development to Retain Top Talent
Project management offices (PMOs) are often hampered in their ability to make a strong enterprise-wide impact because of talent management challenges. How do you attract and retain top talent for the PMO and its initiatives when you have little to no authority?
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The business analyst needs to be aware of the What, Why, When, How, Where and Who throughout the project lifecycle.
Businesses that invest in strategy execution, project management and leadership development are the ones positioning themselves for business innovation and success in the future - and competing for and retaining top talent.
Successfully aligning and executing project-based work requires skill. To continue to foster alignment, leaders need to evaluate teams across a range of technical and relational skills that support strong strategy execution alignment.
The Strategy is in My Head: What Your Project Managers Need to Overcome Communication Breakdowns discusses the six things project leaders need to know for smoother communication with their stakeholders
The tactical and task-oriented detail of project management, while still critical to success, is far from the only skill set that project leaders need to have.
Every organisation is affected by change. Still, organisational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation.
Strategy making and execution are essential to organisational success. However, many organisations are continuously challenged with bridging the gap between the two.
There are several critical competencies for a PMO head to consider when organisations are investing in the people, process and structure to support projects and the project management office (PMO).
Agile requires a significant change to the way an organisation operates and the way its employees think. An organisation’s culture, structure and methodologies will determine the amount of effort required to transition to Agile, and continual reflection and evaluation of the team’s ability to execute will govern its success.
You may not realise that the thing keeping you from hitting your targets and executing against your strategy is the fact that your resources don’t have the skills they need to perform. Use this checklist to help determine the particular skills training that will boost each member of your team to fulfill the highest-performing potential.
The most effective project leaders ensure that they grab (and keep) the attention of the C-suite through effectively communicating what is important to them in language that they will respond to.
This informative paper will provide best practices project managers should use to expand the use of the metrics at their disposal to fine-tune the progress they are showing on their agile projects.
Choosing well among opportunities — while also staying true to core competencies — can make the difference between stagnation and stellar growth. When deciding which initiatives to pursue and how to allocate limited resources among them, too often we don’t choose well.
It’s not enough for business leaders to simply manage the program, project or initiative. They must develop the hard skills and the soft skills to keep all stakeholders aware of the project’s strategic importance and enlist their help should things fall off track.
Being able to reliably and predictably execute against your strategy is a vital business need that can be addressed by making sure your people have the skills they need to succeed in a project or initiative-based environment.
Every business is different and the PMO needs to understand how the business facilitates and measures success and then operate within that context.
Enterprise analysis is a critical component for determining and proposing the best solution options that are compatible strategically with organisational goals and objectives.
If properly managed and analysed, strategic initiatives that align with an organisation’s objectives fare better and may yield a strong competitive advantage
Project-based workers need technical and business skills to execute against your business goals. It is vital to find a partner that is able to provide the full spectrum of coursework and training to “skill up” your team and turn them into the leaders that will get work done.
When you think of industry leaders, the one common denominator is that they lead through innovation. But it’s not enough to say your organisation is innovative— how do you actually create a culture focused on, and working toward, innovation?
Business leaders may not have the project management experience to identify what is preventing them from executing on their projects, and pinpointing exactly where your teams are running into trouble is often easier said than done
This guide addresses the composition of a well-balanced team, and highlights the skills needed to effectively execute in a project-based environment.
This guide will help you identify areas of challenge and opportunity within your teams, determine what skills gaps to prioritise and select the right training partner to fit your specific needs.
Learn how to diagnose skills gaps in your project management teams and understand the difference between tactical and strategic skills and the impact they have on your projects.
Communicating effectively is one of the universal issues that companies regularly cite as a top challenge. No matter how much domain expertise you or your project managers may have, unless you've had the training necessary to best communicate up and down, being effective in your position can be a significant challenge.
Project management offices (PMOs) are often hampered in their ability to make a strong enterprise-wide impact because of talent management challenges. How do you attract and retain top talent for the PMO and its initiatives when you have little to no authority?
Explore opportunities to leverage project professionals across the organisation as double agents, from strategists to execution specialists. By involving project professionals earlier in the strategy process, you can more effectively prioritise and identify the projects that are most important and will deliver strategic results.
How do you identify the right training and educational support that your team needs? With this guide, you can become a professional development expert where the story of your training investment will become one of accelerated, increased project success and sustained business gains.
Project-based work is going through a transformation across the board. This once IT-focused discipline is broadening in scope to support all projects and programmes that move the company forward. This evolution of purpose and people means that the organisation and its workforce need to adapt to ensure projects are successfully implemented and contribute positively to the organisation's success.
Discover how to determine if your organisation is aligning the work they are doing with corporate goals and strategy, and the skills needed in order to cross the chasm to better execution and getting more work done.
As business becomes increasingly more complex and as competition in the marketplace heats up, people who have the necessary skills to manage projects and who can execute upon the overall strategy of their organisations are at a distinct advantage. Having technical skills alone just doesn’t cut it anymore.
This paper tries to help you identify some of the aspects you need to consider and some of the best practices to adopt to make contract management as normal a business activity as any of the more traditional business processes.
The rapid pace of innovation and the increasing level of management, stakeholder and customer expectations demand that organisations re-assess how they do business. Programme management, which PMI® defines as 'a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually,' is key to executing major strategic initiatives. Unfortunately, many organisations are ill-equipped to manage larger-scale programmes. This paper describes 10 vital steps of programme management that must be done right in order for organisations to successfully deliver the benefits of change initiatives. The steps, which may be performed by a programme manager or by others within the organisation, together address the three overarching responsibilities of the programme manager: effective governance, stakeholder management and benefits management.
The most successful organisations are able to identify opportunities for self-improvement and conceive of changes that can make them more efficient, more successful and better equipped to achieve their goals.
TwentyEighty has assembled a panel of experts to compile the top ten strategy execution trends for 2016. These trends focus on what smart organisations and business leaders are employing to shift from old school routines to progressive school practices.
TwentyEighty put together a panel of experts to identify the top ten project management trends for 2016. This years trends centre around the evolving role of the project manager, the skills required to fill that role and how project-based work gets done most effectively.
The “Top 10 Trends in Business Analysis for 2016” examines the evolving ways in which BA practitioners can help organisations realise better business outcomes for the organisation and the shifts needed within the BA discipline. The overarching theme of the trends is a shift away from being an order-taker or liaison between stakeholders, to an increased focus on being an agent of change, communication and collaboration.
In its fourth annual survey on the global state of the PMO, ESI International has endeavoured to investigate the PMO´s function, its role in the organisation, its value and its involvement in training project management professionals. The survey highlights the different types of PMOs, how many PMOs an organisation has, how they are funded, and what type of value they provide to the business.
2015 looks to be a year of significant change, and business analysts are on the front lines. Several major industries, and many organisations within them, are in the process of transition so it should be no surprise that the importance of the business analyst only increases as markets shift and organisations are forced to deal with the accelerating pace and volatility of business.
The 2015 Top 10 Project Management Trends looks at how the field of Project Management will evolve in 2015. This year's trends were created by a council of Executives and subject matter experts. Topics include managing sponsor expectations, aligning projects with organisational culture, and creating links between strategy and execution.
A huge challenge in the oil and gas industry has been managing the contracting and outsourcing process. According to the latest forecast from research and consulting firm GlobalData, the demand for diesel and gasoil is set to rise by at least 525mbd (thousand barrels a day) over 2013 levels. This brings an increase in demand for EPC and EPCM providers to handle bigger projects. For companies in this industry, the biggest challenges would be the increase in the scope, size and complexity and risk of engaging contractors.
The practice of business analysis is gaining recognition and attention. Business analysts (BAs) continue to show their value to their organisations, and we see career paths emerging for BAs, as the discipline matures. ESI International’s top 10 trends in business analysis were identified by a global panel of ESI senior executives and subject matter experts.
Our top 10 trends in project management highlight the need for leadership within projects, whether Agile or Waterfall. They also discuss the challenges associated with finding qualified PMs, and finding the right balance of PM approaches in this evolving industry. The top 10 trends in project management were identified by our global panel of senior executives and subject matter experts.
Watch this mini video illustration of the key survey findings.
Talking to members of the C-suite and senior management can be stressful, but it can be the difference between a successful career and a dead end job. When face time is limited, how do you make the most of these conversations? Our Five crucial steps will help ensure that each conversation is professional and effective.
In its 3rd annual survey with over 2300 respondents worldwide, TwentyEighty Strategy Execution has taken on the challenge of investigating the global PMO landscape. The survey sought to reveal the latest PMO trends in light of its function, scope and approach. With three out of four project, programme and portfolio managers claiming their organisation has a PMO, the survey offers representative insights into the PMOs current role, maturity level and involvement in training.
The results in this year’s third annual survey with over 2300 respondents worldwide reinforce the belief that, while the PMO continues to be challenged by senior management and the C-level, the PMO is still vastly considered a valuable body within the enterprise. As with anything, the more investment that is made in the people, the more valuable the efforts are perceived. The same applies to the PMO.
Overcoming the hurdle of obtaining the right training is one thing. Sustaining what you learn so that it is not only reinforced, but also applied on the job, is entirely another. The primary reason organisations introduce training is to encourage change within the enterprise. When implementing a learning adoption strategy, decision-makers should view it largely as a change management initiative. They are, after all, attempting to alter employee behaviour in a sustainable fashion. Without the actual application and reinforcement of new skills, nothing new can emerge.
Learning a new skill in a classroom setting is one thing; actually applying that skill to the job is completely another. Many organisations offer training courses without considering the long-term impact such training should have on the business. Without reinforcing what participants learn, training becomes just another theoretical idea without any practical application.
This year's focus will be on leveraging the power of requirements at all levels through Agile and business architecture to deliver business value in the organisation. We also expect to see business analysts being utilised in more robust ways, forcing them to take on new skills to meet an expanding job scope. These trends have been developed by a global panel of ESI International senior executives and subject matter experts.
Project, programme, and portfolio leadership is in short supply as organisations struggle to implement Agile methods, complete large projects, manage vendors, and create more value through their project management offices (PMOs). Leadership is one of the key themes throughout many of the 2013 top 10 trends for project management, which were identified by a global panel of senior executives and subject matter experts.
The Agile Manifesto places customer collaboration over contract negotiation with a keen focus on a highly skilled, motivated team in constant interaction with the product and the customer at every phase of the project. As a result of this collaborative, customer-centric view, Agile requires more than the technical expertise needed to gather requirements, and develop and test new product lines. It requires soft skills, leadership competencies and an understanding of how to apply those skills in a more malleable, people-focused setting.
Only a fraction of organisations will migrate to Agile methods completely and for all projects. The reality is, many types of projects are not well suited for Agile approaches for a variety of reasons. Some organisations run multiple projects across many departments and corporate entities, many of which may not have the inclination or resources to manage in an Agile manner.
Risk management can be a deep, cavernous and potentially career-limiting endeavour if not properly planned. Unfortunately, project managers often approach risk in a purely one dimensional fashion, without considering many essential components such as the company risk climate, the project's strategic fit, key player and stakeholder involvement and buy-in. The strategic due-diligence steps which are highlighted in this article will enable an informed, educated and timely approach to risk and position you as a company Risk Superhero.
This article looks at how the PMO needs to help the project managers prepare themselves to deal with an increasingly challenging environment. It presents the “empowering tools” which, if correctly applied, provide the project manager with the knowledge and authority to take control of the project. The skill in applying tools depends not only on technical ability but, increasingly, on the human and interpersonal aspects of any situation. For this reason, the companion set of “enabling skills” (sometimes called “soft skills”) that are required for effective delivery is defined and described in this article.
These highlights are taken from a recent 2012 PMO benchmarking survey undertaken by ESI International. With over 3,000 respondents, the survey set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Within the framework of this global, cross-sector investigation, the IT sector stood out as the most dominant in its move toward the Next-Generation PMO.
This presentation is based on our survey report which investigates the current role of the Project/Programme Management Office (PMO), its development to full-blown maturity and value for the overall business. It reveals the emergence of a new kind of Project/Programme Management Office that we have identified as the 'Next-Gen PMO'. The survey report is based on responses from over 3,000 respondents in more than 17 industries on six continents.
This second annual global PMO benchmarking survey conducted in early 2012 with over 3,000 respondents takes a comparative view, determining what is trending, and what is not, in the PMO landscape. ESI International set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Due to the rise in collaboration software, the study also sought to measure how widespread the usage of such tools has become. Since three in four of those surveyed claimed to have, or have had, a PMO in their organization, ESI was able to capture a broad range of representative data in a wide variety of industries such as energy, telecommunications, IT, construction, health care, manufacturing, government and financial services.
As the project environment grows in complexity, project management will require team, stakeholder and executive collaboration in 2012 like never before. On-the-job application of training, custom-made project approaches, innovative project tools and smarter resource management will be essential for driving the greatest business impact. Not only project management, but also the definition of 'project success' has changed to encompass more than the triple constraint.
To achieve organisational goals in the challenging economic environment of 2012, effective requirements management and development (RMD)—also known as business analysis—will demand a broader perspective in order to drive full business impact. Business analysts will need to take a three dimensional approach to fully capture requirements, which organisations recognise as the foundation of successful project and contract delivery. This theme underlies the 2012 Top 10 trends for RMD.
In both the private and public arena, the order of the day is trimming waste, tightening budgets and identifying efficiencies to ‘do more with less’. In this lean environment, how do leaders responsible for learning programmes adjust and adapt their human capital initiatives? To assess the direction of training and performance improvement programmes, ESI International conducted a global learning survey directed at a cross-section of commercial and government leaders. This POV looks at some of the findings.
If everyone in your organisation adopted the same basic principles of project management, conceivably you would be operating at peak performance across the board.
In this lean environment, how do leaders responsible for learning programmes adjust and adapt their human capital initiatives?
This study is based upon research conducted from a quantitative survey of senior level project and programme managers from a variety of industries around the world with a total of 3,740 respondents. Over 45 percent of those surveyed were PMO staff while nearly 37 percent were non-PMO staff. Only 18 percent reported not having a PMO at all.
The full report reviews overall survey findings, but specifically focus in on three key phases in the application and transfer of learning that shed light on successful and not so successful strategies: pre-training; motivation; and post-learning. To fill out the learning transfer picture, this report integrates the most valuable written comments submitted by survey respondents, along with commentary and real-world insight developed through first-hand client experience.
TwentyEighty Strategy Execution issued a Transfer of Learning Survey in March 2011 designed to assess an organisation's success or difficulty in fostering a learning transfer climate in the workplace. The goal was to determine if organisations had a system or set of processes that ensures trainees can apply learning on the job - in an immediate way - to improve actual employee performance and generate positive business impact.
Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a project's potential impact.
TwentyEighty Strategy Execution revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends.
TwentyEighty Strategy Execution reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) - also known as business analysis - a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends.
The manager of today must know about procurement and contracts. In short, there is a new tool in the managers' tool kits - contract management! This article considers some of the components of procurement and contract management that must be mastered.
Many organizations implement learning engagements, or PM training programmes, to increase employee satisfaction, realise better project team performance, and improve communication and results. But do these organizations understand the impact of these programmes beyond traditional employee engagement measures?
In today's learning environment, learning and development (L&D) professionals continue to be challenged with the impact learning has on an individual or a business initiative. This paper will explore the most riveting and emerging topics that L&D professionals face and how measurement is playing a role in aiding them in demonstrating the impact of learning. Eight initiatives are discussed where measuring can be a catalyst for positive change.
As the Agile Project Management approach becomes more mainstream, organisations considering its implementation are deluged with questions.
Project management is fast becoming the preferred way for companies to get things done. In a global economy, project management makes a company more competitive than other traditional methods of managing work.
Among the organisations struggling with outsourced projects that have gone bad, or that have failed completely, the most often cited reason is vendor management issues, as if the vendor is always the one to blame and the buyer is completely blameless.
In today’s economy, every company and organisation is struggling to do more with less, and performance is paramount. This is true for public and private sector entities, as well as for non-profits. Which is why, in order to prevail in lean times, it is essential to optimise every operation of your organisation, especially the project management office (PMO).
Although it's convenient to label us as 'Project Managers', behind that title is a number of skills and competencies. And, leadership is one of the most important but probably the hardest to learn competencies.
The days when an individual was given a project to complete alongside their normal day to day roles are going. Project management is becoming an established profession on its own, like accountancy; it has professional bodies, certification bodies,frameworks and methodologies, protocols, research and best practice.
Many organisations implement 'learning engagements', increase employee satisfaction, realise better team performance, and improve communication. But do these organisations understand the impact of these programmes beyond traditional employee engagement measures?
This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively.
Today's business environment encourages, if not demands, an approach to management that develops people through coaching and mentoring rather than through constant direction.
Strengthening and evolving your company's skill and performance level requires more than educating your employees.
In a time when companies are scrutinising budget and facing tough economic and resource constraints, VILT can be an effective, cost-efficient, location-neutral learning solution.
PRINCE2 is the UK Government’s structured project management method. PMI stands for the Project Management Institute producing guidance on project management documented in the 'Guide to the Project Management Body of Knowledge' - hence the PMI PMBOK Guide
Organizations rely on project portfolio management (PPM) to evaluate, prioritize, approve, implement and manage projects to meet their strategic and financial goals. This study provides an analysis of PPM maturity and challenges within organizations around the globe from the project and program manager level. Its unique, bottom-up perspective offers insight into the factors that lead to successful implementation of strategic direction.
This study sought to assess the impact and significance of the PMO within organisations, to discover the challenges they have faced, and measures they have attempted to overcome them. The results provide insight into the issues that may benefit PMOs as they undertake their mission to improve organisational performance, particularly in the current economic environment.
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