• Courses
    • Oracle
    • Red Hat
    • IBM
    • ITIL
    • PRINCE2
    • Six Sigma
    • Microsoft
    • TOGAF
    • Agile
    • Linux
    • All Brands
  • Services
    • Vendor Managed Learning
    • Onsite Training
    • Training Subscription
  • Managed Learning
  • About Us
    • Contact Us
    • Our Team
    • FAQ
  • Enquire

OUR BLOG


Category: Project Management

Addressing Skills Gaps and Positioning Projects

Posted on December 27, 2022 by Marbenz Antonio

Bridging the Inevitable Skills Gap - HR ASIA

The way that organizations view and utilize projects as a means of improving their business is changing, and as a result, organizations need to assess their skills and abilities in this regard.

Today, it is important for business leaders to have a strong understanding of change, including their goals and how to effectively implement it. This requires improving their ability to successfully sponsor and deliver projects and programs.

However, it is necessary to recognize that simply delivering a product and concluding the project is not sufficient. The “dump and run” approach is ineffective in achieving the complex, evolutionary, and behavioral change businesses now require.

While C-suite members don’t need to be experts in project and program techniques, they must be able to advocate for the vision of change. This is becoming a clear trend.

Developing the right skills and capabilities

If your primary role is to lead change, it is crucial to understand the future vision, including the desired outcomes and benefits of the change.

This involves keeping a clear vision of the overall goal, knowing the desired destination, and guiding people toward it. It is like a compass that provides direction without needing to know the specific details of how to reach the goal.

As a result, high-level executives can benefit from having a general understanding of technical best practices such as PRINCE2, Managing Successful Programmes (MSP), and Management of Portfolios (MoP).

For mid-level managers, who may have previously overseen small projects within the organization, their learning and development needs are more specific. For instance, understanding the concepts and how to effectively use best practices to manage programs and portfolios.

Assessing skills gaps may also involve recognizing the belief that anyone can be a project manager without having the necessary experience or understanding of best practices. This includes having the appropriate approach and language.

In the end, this is about establishing the consistent project and program management within organizations and being clear about the desired benefits of change.

The impact of best practice learning and certification

Which aspects of best practice from frameworks such as PRINCE2, MSP, and MoP will be most useful for professionals to have in the year 2023?

While obtaining knowledge through training is important, the key is developing the ability to apply the principles and change your thinking. This is what allows professionals to progress from Foundation to Practitioner level in various best practices.

For example, when working with MSP, the case study in the guidance helps to provide a broad overview, such as why the company is seeking strategic change. The MSP framework guides the process, but it is also important to critically evaluate the organization’s context to understand the value of change. By combining theory with experience, the practice becomes more than just a checklist.

From a leadership standpoint, it is important to clearly communicate the organization’s priorities, available resources, and acceptable risk profile. Afterward, leaders should expect their teams to follow best practice principles unless they can justify using a different approach. However, it is not about blindly following processes but rather using judgment and skill to apply the knowledge appropriately.

It is also important to consider how other complementary approaches, such as stakeholder management, can be beneficial in the project setting.

A holistic approach to change and improvement

A lot of current management is based on creating detailed plans and managing downward.

An alternative approach that may be more effective today is to clearly define the goal, constraints (such as budget, timeline, and quality), and desired outcomes, and empower people to achieve them in the way they see fit, rather than dictating the specific process they must follow.

As the role of projects evolves, there needs to be a greater emphasis on program and portfolio management to prioritize projects and allocate resources accordingly.

It is the leadership’s responsibility to maintain a focus on valuable outcomes and to structure for a strategic future while empowering qualified teams to do so.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Project ManagementTagged Project ManagementLeave a Comment on Addressing Skills Gaps and Positioning Projects

Portfolio Management: Enhancing the Efficiency of Change in its Full Context

Posted on December 19, 2022 by Marbenz Antonio

Managing portfolio volatility

In today’s rapidly changing business environment, effective portfolio management is important for organizations of all sizes. This is especially true as technology drives much of the change we see. It’s important for every business to have a well-defined plan for how they will approach and benefit from a change. By properly managing their portfolio, businesses can ensure that they are well-equipped to navigate the challenges and opportunities of an ever-changing landscape.

As organizations emerge from the COVID-19 pandemic, many are faced with a backlog of change initiatives that need to be prioritized and implemented. It’s important for these organizations to carefully consider which initiatives will have the greatest impact and which ones should not be pursued. It’s also important to reflect on past change efforts and identify any initiatives that should not have been started in the first place. By carefully evaluating and selecting the most impactful change initiatives, organizations can optimize their resources and increase their chances of success.

Despite its importance, portfolio management is often not well-established or integrated with project and program management within organizations. This is especially true for best practices approaches such as MoP. As a result, many organizations may not be effectively managing their portfolio of initiatives and maximizing the impact of their efforts.

Why Portfolios?

An organization’s portfolio represents all the change initiatives it is undertaking or considering. To effectively manage this portfolio, it’s important to have clear criteria for evaluating and selecting the most impactful initiatives. This involves making trade-offs between competing projects and programs, as organizations typically have limited resources and cannot pursue every desirable change. By carefully considering the relative value of different initiatives, organizations can make informed decisions about which ones to prioritize and which ones to set aside.

It’s common for organizations to be skilled at executing individual projects and programs, but less adept at making informed decisions about which initiatives to pursue. This can be due to a variety of factors, such as senior managers pushing their own “pet projects” or a tendency to view all ideas as potentially viable. In a resource-constrained environment, it’s important to be realistic about the costs and benefits of different initiatives.

However, it’s usually the case that project proposers overestimate the potential benefits and underestimate the costs of a project, a phenomenon known as optimism bias. This can lead to a situation where the portfolio of initiatives becomes more like a “tunnel” with a narrow focus, rather than a “funnel” that allows for a wider range of possibilities. To effectively manage their portfolio, organizations need to be mindful of this bias and take a more strategic approach to decision-making.

Effective portfolio management involves establishing clear criteria for evaluating and selecting initiatives that align with the organization’s overall goals and needs. These criteria should be used to determine which initiatives are worthy of further consideration, rather than focusing solely on the feasibility of individual projects and programs. Once a change initiative has been identified as a candidate for the portfolio, it still needs to be prioritized and carefully planned before it can be implemented. By approaching portfolio management in this way, organizations can ensure that they are making informed decisions about which initiatives to pursue and that they are able to effectively execute the chosen projects and programs.

The Risks of Choosing the Wrong Type of Change

Effective portfolio management helps organizations realize the full potential of their change initiatives by aligning them with strategic objectives and maximizing the benefits they deliver.

Without proper portfolio management, it’s possible for organizations to pursue projects and programs that lack a clear connection to their goals or that are unlikely to deliver meaningful benefits. This can result in wasted resources and missed opportunities to allocate those resources to more impactful initiatives. In short, portfolio management helps organizations to avoid the “double-whammy” of delivering unnecessary or low-value projects at the expense of higher-impact initiatives.

The Value of Best Practice Approaches – MoP

Before any change initiative is considered for inclusion in the portfolio, it’s important to thoroughly evaluate its viability and feasibility. This includes scrutinizing the business case to ensure that the project or program is likely to deliver the intended benefits and can be successfully executed.

Best practice portfolio management involves ongoing assessment and reassessment of initiatives to ensure that they remain viable and are aligned with the organization’s goals. It also helps to free up resources by eliminating initiatives that are no longer viable or necessary, and by making holistic decisions about the allocation of resources rather than focusing on individual projects or programs in isolation. By taking this approach, organizations can optimize their use of resources and increase the chances of success for their change initiatives.

The moP is a best practice approach that helps organizations prioritize their investment in change and ensure that they are able to successfully deliver initiatives and realize the full benefits of those efforts. According to the guidance on MoP, the goal is to “do the right things” by selecting initiatives that align with strategic objectives and maximizing their impact. In contrast, PRINCE2 and Managing Successful Programmes (MSP) are focused on “doing things right” by effectively managing the execution of individual projects and programs.

The guidance on the MoP is designed to be easy to understand and highly practical, with techniques and case studies that practitioners can use immediately. The portfolio definition cycle in MoP is particularly useful for tailoring portfolio management to the specific needs of an organization.

It includes detailed explanations on how to calculate ROI and other approaches for evaluating change initiatives. These practical approaches make it easier for organizations to effectively manage their portfolio and make informed decisions about which initiatives to pursue.

One of the key concepts emphasized in the guidance on the MoP is organizational energy, which refers to an organization’s ability to mobilize its emotional, cognitive, and behavioral resources to pursue its goals. By focusing on organizational energy, organizations can increase their chances of success and improve their ability to manage their portfolio of change initiatives effectively.

Who is MoP for?

The people working at a senior level, such as portfolio directors, heads of departments or divisions, and other directors, are typically the ones who can gain the most value from learning about the principles of portfolio management as outlined in the guidance on MoP. This is because they have the ability to influence the overall direction of the organization and ensure that the energy and focus on portfolio management are effectively communicated and embraced throughout the organization. By adopting best practices in portfolio management, senior leaders can help to optimize the allocation of resources and increase the chances of success for the organization’s change initiatives.

While MoP is primarily intended for senior leaders, it can also be valuable for project and program managers who are looking to advance their careers. Having previous experience in running projects and programs can be helpful for those who are responsible for managing portfolios, as it allows them to make informed and efficient decisions based on their understanding of these types of initiatives.

MoP can help organizations deploy change in a way that is most effective and aligned with their overall strategic direction.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Change Management, Project ManagementTagged Change Management, Project ManagementLeave a Comment on Portfolio Management: Enhancing the Efficiency of Change in its Full Context

PRINCE2 is Used to make Project Management Easier for Stakeholders

Posted on December 19, 2022 by Marbenz Antonio

Project Management News, Research, and Analysis | Toptal®

When starting a new project, PRINCE2 usually thinks about how to make project management easier for my stakeholders to understand and how they can adapt my role and responsibilities to help accomplish this goal.

In a dynamic organization where resources are scarce, you may be asked to lead initiatives that are outside of your expertise or areas of strength. How can you maximize your impact and ensure that your stakeholders receive ongoing support in this situation?

What strategies from a methodology like PRINCE2 can be useful in this situation?

  1. Documenting and Tracking Events: Writing minutes and organizing information may not be the most thrilling task, but it is crucial for ensuring that actions and decisions are documented, an audit trail is available, and that there is no confusion or ambiguity. In addition to these benefits, keeping everything documented can also help you learn more about the project and get more involved. It can also support the tracking of progress and demonstrate good governance for future reference. Moreover, having detailed records of decisions, events, risks, and issues, as well as lessons learned, can support the ongoing justification of the business by providing a clear record of what has occurred.
  2. Know your Stakeholder: To maximize the impact of stakeholders in a project, it is important to understand their expectations, motivations, and level of engagement. This can help you tailor your role to meet their needs. For example, by understanding their availability and expertise, you can ensure that they are only involved when necessary or when they can add value. This aligns with the communication management approach in PRINCE2, which outlines how often you should communicate with stakeholders, the profile of stakeholders, and the overall communication strategy.
  3. Facilitating and Unblocking Deadlocks: It can be challenging to work outside of your comfort zone, especially when you feel like you don’t have much to contribute. However, there are still things you can do to be effective in these situations. For example, you can focus on ensuring that communication is handled effectively and use your problem-solving skills to adapt to different environments. Communication is often a key factor in the failure of projects, so understanding how your organization or project team operates and how processes are followed can help you analyze each situation from an internal perspective and apply your experience to solve problems.
  4. Deep Dive into the Subject: It may seem obvious, but it is important to understand what the project aims to achieve. You have seen many cases where subject matter experts and senior stakeholders are unaware of or do not understand the scope of the work to be done. This is not necessarily due to incompetence, but rather because ambiguity is a common characteristic of projects. For example, people may come and go from an organization, requirements may be written in a confusing way, or the project may involve a completely new regulation, sanction, or technology. As a project manager, it is your responsibility to gather enough information about the initiative to give your project team the confidence and reassurance they need to deliver. This aligns with the roles and responsibilities and tailoring principles in PRINCE2. When there is significant ambiguity and the project team is not experienced or prepared, a project manager should not restrict responsibilities.

You don’t have to be an expert to help your team achieve its goals and simplify its work.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in PRINCE2, Project ManagementTagged PRINCE2, Project ManagementLeave a Comment on PRINCE2 is Used to make Project Management Easier for Stakeholders

What do Certifications mean exactly?

Posted on October 28, 2022 by Marbenz Antonio

PMI-ACP, PSM 1, and PSM 2 certifications, what do you need to pass, what  does it mean to be certified?

Many short certifications are available in project and program management(PPM).

There are so many that it is a job to understand what each one says about the people who hold them and how they help the organizations, which usually cover the costs for the training.

It’s impossible to describe the whole range of certifications and the sometimes minor differences between them within a short article’s limits. This article discusses the fundamentals and offers a few scant examples. It helps to provide a foundation for considering certifications in the context of advancement and lifelong learning. It will conclude by providing a complete path from the basics to the top of the profession.

Let’s start with a concept known as Bloom’s Taxonomy. The educational psychologist Benjamin Bloom created a hierarchical system in 1956 that is used to group learning objectives into different difficulty levels.

Certifications

It’s important to note that this hierarchy requires progression through each level to reach the following.

Successful project and program managers reach the analysis and synthesis levels of competence, but they can only do so after making progress in knowledge, comprehension, and application. Short course certifications are important at these starting levels.

Praxis Framework Foundation, PRINCE2 Foundation, the PFQ from the APM, and the CAPM from the PMI are a few examples of knowledge-level certifications. These certifications serve as proof that a user can understand details related to the subject of project (and sometimes program) management.

Practitioner-level certifications like Praxis Framework Practitioner, PRINCE2 Practitioner, the PMQ from the APM, and the PMP exam from the PMI provide evidence of one’s understanding of the information.

However, it is possible to learn knowledge and comprehension in the classroom. Applying that knowledge in the workplace is what you must do in the following stage. In fact, according to the 70:20:10 learning model (created by McCall, Lombardo, and Eichinger in the 1980s), most learning takes place at work.

Certifications

Certifications acquired in a classroom are useless at this level. They simply provide a starting point for on-the-job training and practice. Because every project and program is different, experience is ultimately what leads to the ability to analyze and integrate, which is what any project or program manager has to do.

However, this does not mean that after the understanding level, certification is not acceptable. Assessment of experience rather than written examination is important in this situation because acknowledging and providing evidence that someone has acquired these higher levels is still important.

The Chartered Project Professional (ChPP) title from the Association for Project Management, in my opinion, marks the pinnacle of this progression. The issue of “How can I get aid in shifting from one to the other?” is legitimate given that there is a gap between ChPP and practitioner-level certifications. ”

When internal growth programs offer coaching, mentoring, and support in a progression of managing increasingly more demanding tasks, they are ideal. Even the greatest of these can be enhanced by the resources found in the Praxis Pathway’s “Individual Path” component.

The Praxis Pathway for Individuals begins with fundamental and practitioner certifications before offering a variety of supports as you acquire experience using that knowledge in the real world.

You can become the Praxis Practitioner when you’re ready. Your ability to apply, analyze, and synthesize knowledge to successfully manage projects and programs is verified by this interview-based examination. Adhering to the APM’s code of ethics and ongoing professional development is only a short step from there to becoming a Chartered Project Professional.

Being well-versed in the PPM’s concepts and practices is only one aspect of being a qualified and successful project and program manager. Every project and program is different, so the ability to modify an application is important. Applications and the upper levels of Bloom’s Taxonomy are built on a base of knowledge and comprehension courses and certificates.

Different forms of support are needed for efficiently developing knowledge use. Providing that support and later recognizing the capacity to apply, analyze, and synthesize knowledge through the Praxis Professional certification is one of the primary goals of the Praxis Framework. After then, dedication to moral behavior and ongoing professional growth makes it possible to acquire Chartered Status, the highest level of the profession.

Certifications

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in APMG, Project ManagementTagged APMG, Project ManagementLeave a Comment on What do Certifications mean exactly?

The Best Part of the Career “Trifle” is Managing Successful Programs (MSP)

Posted on September 12, 2022September 15, 2022 by Marbenz Antonio

MSP 5th Edition: What's Changed About Managing Successful Programmes?

What challenges do those in charge of transformational change in organizations today face the most?

The culture of the organization that requires or wants to undergo transformation must first be understood. Effectively, change is similar to breaking eggs to produce an omelet. While taking serious action can be required, leaders must be able to adapt to the culture and interact with people effectively.

This calls for an understanding of the stakeholders and, particularly in extremely large organizations, identifying those who will be important to a successful change process but who might not be as visible.

Recognized industry best practices like PRINCE2 and Managing Successful Programmes (MSP) help establish a common vocabulary as well as a starting and ending point for a change project in this complicated context of change.

Meeting the demands of new organizational change with MSP

Studying MSP is the next step up, in my opinion as a project management professional with a PRINCE2 certification.

The vision statement, which sets the tone for the remainder of a program, is a good place to start, in our opinion, among the advice that MSP provides.

A short, snappy statement that the program board may embrace is quite helpful, and as long as the board meets regularly and is engaged with the program manager, it helps decision-making and sustains program progress.

For instance, developing a vision statement for a business importing electric scooters helped maintain constant focus on the company’s eventual goal of electrifying transportation in urban areas.

The MSP method’s use of tranches is still another advantage. Since the program manager can divide the activity into smaller portions and concentrate on the stakeholders for each tranche, this helps to eliminate time slippage in programs.

In MSP 5th edition – the current version of the guidance – the target operating model determines the outcome of a program. This goal for completion encourages everyone to adhere to deadlines and quickens the pace of work. People need to comprehend why the organization must change and, as a result, why they must also adapt – perhaps through training – to thrive in the company’s future conditions.

The career value of MSP

A best practice certification like MSP is the cream on top that is your entire career and education.

When you declare you are MSP qualified, people understand the degree of expertise you have attained, just like when you say you are certified in Lean Six Sigma. Practically speaking, it elevates your capacity for dialogue with other stakeholders and comprehension of various viewpoints to a whole new level.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Project ManagementTagged Project ManagementLeave a Comment on The Best Part of the Career “Trifle” is Managing Successful Programs (MSP)

Project Management Demographic Shifts: Definition, Causes, and Solutions

Posted on September 5, 2022 by Marbenz Antonio

Changing Demographics and Economic Growth – IMF F&D

The issues faced by businesses develop and evolve along with the global population. It’s not a guarantee that a rise in the workforce within organizations will follow an increase in population. In this essay, we will examine in greater detail two phenomena: demographic changes and the talent gap, which will have a substantial impact on the workplace in the ensuing decades.

What are Demographic Shifts?

What do demographic changes mean? Why do we discuss the changing demographics? What elements affect demographic changes? And how do these elements play out in the workplace of today?

The demographic transition is a phenomenon that affects every country in the world. It entails declining birth rates and corresponding population aging, which have different degrees of negative effects on the economy and society.

With extremely high population growth rates, every nation on earth is experiencing demographic transformations that we have never seen before. The world population has increased from 3 to 7.9 billion people (as of May 2022), and the UN predicts that we will reach a population of 10 billion people by the year 2050. Because of this, forecasts for the next fifty years indicate a drastically different world.

These demographic changes are certainly having a big influence on the job market and related career options for younger individuals.

Demographic Changes

The term “demographic change” refers to shifts in migration patterns, birth and death rates, and population size and composition. Today’s Western developed nations are experiencing demographic change that is characterized by low birth rates and rising life expectancy.

Economically and socially, demographic change in Europe is having significant effects, and it is already obvious that many sectors will need to be able to deal with the fallout. To maintain Europe’s competitiveness, experts in every field must be prepared to respond to transformative requirements.

What is a Talent Gap? Definition and causes

The talent gap is the difference between the existing level of talent, skills, or competencies of employees and the level required to meet the organization’s objectives. It is a term used to describe the absence of skilled personnel in an organization.

The rapid advancement of technology, which makes it challenging, if not impossible, for workers to keep up with changing work equipment, is the primary cause of the skill gap in the majority of cases. In addition, PMI names three factors that are exclusive to the project management sector:

  1. the rise of employment opportunities needing project management-related skills
  2. Due to economic expansion, there is a growing need for project managers in emerging and developing nations.
  3. Retirement rates from the workforce

The middle years of each worker’s life are when their labor production peaks in terms of the physiological span of human life. Because of this, a rise in the middle-aged population directly affects a nation’s output. On the other hand, dependent people—those who are too young or old to work (or to work very productively)—consume more than they produce via their labor, which has an impact on living standards.

To address the labor shortage and close the talent gap, organizations will need to come up with new strategies due to declining birth rates and an aging population.

But working longer hours won’t make up for the general fall in the number of people of working age. As sectors grow more project management-focused, the demand for project managers and other specialists will rise.

Talent Gap: consequences for the market

Several phenomena relating to the Talent Gap can be analyzed, according to the Talent Gap Report: Ten-Year Employment Trends, Costs, and Global Implications published by PMI in 2021.

First, there is an ongoing disparity between the demand for and actual supply of project management skills.

The population of the globe is predicted to increase dramatically by 2050, rising from 7.7 billion to 9.7 billion, and then reaching 11 billion by the end of the century.

Over the next ten years, the global business and economy will need 25 million additional project management experts, according to the Talent Gap Report released by PMI in 2021. According to estimates, the lack of resources might result in global GDP losses of up to 345.5 million people.

Based on information gathered by PMI:

  • 120 million people will work in project management by 2030, up from 90 million today.
  • To close the market gap, 25 million of these will be new hires (12 million will be hired to fill new positions while 13 million will be hired to fill the positions of retired professionals)

The rising demand for project professionals in emerging nations is a final contributing factor to the talent gap’s persistence; this phenomenon implies a decline in the rate of emigration to other nations, creating a true talent shortage that is predicted to result in a GDP loss of 345 billion by 2030.

Possible Solutions

If organizations don’t promote a culture of continuous learning, it’s unlikely that the demand for project management skills will be satisfied by 2030. Employers will therefore have a problem closing the talent gap: developing the capabilities of the incoming workforce. They will need to be more persistent and well-equipped for the future, paying particular attention to demographic shifts.

Five elements that could improve present and next advancements have been recognized by PMI:

  • Utilizing technology more effectively: Major changes in all facets of work, including project management, will result from the adoption of new technologies and the associated Digital Transformation.
  • Finding and keeping young talent: Very few businesses make investments in young talent. Instead, this might be a new perspective for businesses that wish to expand and, most importantly, keep up with change and the times. Although recruiting young talent necessitates a commitment to training, there are many long-term benefits.
  • Finding talent outside of our borders: youthful talent can be found in Africa, South-East Asia, and Latin America. These new workforces could promote positive elements like diversity, equity, and inclusion in the corporate environment.
  • Utilize the abilities of change agents to manage current personnel more effectively and, as a result, cut costs.
  • Maintaining the knowledge of departing employees: Although efficient knowledge sharing is an important factor for the development and expansion of all organizations, it is estimated that less than half of all companies deal with the process of knowledge transfer between employees.

Conclusion

Future project managers will have the responsibility of putting equality policies into practice with the aid of human resources to support the generational gap at work by balancing new youthful talent with those staff members who are nearing retirement. The talent gap can be closed and the shortage of qualified workers can be made up for in this way.

Thus, finding and training new employees and the ensuing requirement to be competitive in the market is among the top priorities of organizations for the near future. Knowing how to “sell oneself” to potential employers as well as customers will become extremely important. Brand reputation will become a more important component of any business or corporation.

To address the increasing problem of demographic shifts, new approaches and new specialists, such as Project Managers, will be required. They will be the ones who will require brand-new abilities, like empathy and communication, along with a great capacity for change adaptation.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Project ManagementTagged Project ManagementLeave a Comment on Project Management Demographic Shifts: Definition, Causes, and Solutions

Project and program management certifications under the Praxis Framework™

Posted on August 30, 2022August 31, 2022 by Marbenz Antonio

Praxis Framework™ Overview and Training Courses

Improving Programs and Projects

With the free, community-driven Praxis Framework, all project, program, and portfolio delivery aspects may be fully optimized.

Praxis is the most successful way to deliver projects and programs because it covers the entire range of advice required for a good project and program management under a single framework – Knowledge, Method, Competency, and Capability.

Enabling success:

  • utterly thorough, including knowledge, approach, expertise, and capabilities.
  • Maximum effectiveness – by employing a similar taxonomy and terminology across all domains, removing the need for cross-referencing or translation between guides.
  • The Project Delivery Standard of the UK Government is supported by all aspects of this best practices guide.
  • Community-driven: Praxis users are invited to actively express their thoughts and suggest edits to any page of the framework, which will be taken into consideration for inclusion.
  • Adaptable to any project scenario with ease.
  • Continuous improvement – the complete framework is freely accessible online, having the freedom to pursue professional development wherever and whenever it is required.

The Praxis Framework Certifications

The Praxis Framework Certifications attest to your comprehension of the framework and ability to apply it to projects and programs, delivering the best possible results.

To get the depth of advice offered by Praxis, you would need to take at least three different project and program management certifications.

Risk management, for instance, is covered by many certifications, thus you will usually have to study similar concepts and terminologies to pass these exams.

Praxis combines the value of three beginning certificates into one and eliminates repetition by covering all of the significant areas.

The Praxis Framework Bridging Course has been endorsed by Australia’s top project management organization (AIPM), demonstrating the top class of the Praxis Framework certifications, and the Association for Project Management (APM) now accepts Praxis Framework as a pathway to becoming a Chartered Project Professional (ChPP).

Verify your skills in:

  • Utilizing a thorough foundation, complete projects, and programs.
  • Be a highly responsive project or program manager who can put the framework into action at any point in the delivery process.
  • Recognize project and program functions as well as the procedures and supporting documents for managing lifecycle stages.
  • In a shorter amount of time, create and manage a reliable project or program delivery infrastructure.
  • By incorporating your process model, templates, and content into the framework, Praxis may be applied and customized to your organization.
  • Recognize how Praxis compares and contrasts with other well-known manuals like PRINCE2, MSP, and the APM Body of Knowledge.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in APMG, Project ManagementTagged APMG, Project ManagementLeave a Comment on Project and program management certifications under the Praxis Framework™

Organizational Risk Management Best Practices

Posted on July 14, 2022July 26, 2022 by Marbenz Antonio

Organizational Risk Management & Assessment - Can You Manage It?

How do organizations identify and manage risk during an international emergency, such as the current Coronavirus (COVID-19) pandemic?

Leadership must find a means to keep “business as usual” going and employees working when in a completely unique and alien setting under the circumstances affecting innumerable firms.

And senior executives must recognize the relevance of risk at the corporate, and strategic level, as well as how when risks become concerns, they can threaten the organization’s strategic objectives, if not its very existence.

To protect the enterprise, risk management must be a concept, regardless of the size of the organization. As a result, the Management of Risk (M_o_R) best practice guidelines are based on principles and are intended to address risk as a strategic management discipline.

Managing risk at a time of COVID-19

Right now, in the present pandemic, risk management begins with individual behavior: following government instructions to prevent becoming ill, spreading the virus, and causing additional fatalities.

Organizations are also confronted with new dangers, such as closing down operational sites and requiring employees to work virtually.

To understand the risks and how to minimize them, leaders should create a risk register, which is essentially a risk documentation tool that is designed to “capture unknown events that would damage one or more business objectives.” This should include identifying and prioritizing risks such as:

  • Risk description
  • The probability of the risk occurring
  • Impact on one or more business objectives
  • The proximity of the risk
  • Risk mitigation
  • Risk owner

For example, the risk register could include the following information:

  • Staff who do not follow social distancing regulations risk becoming ill with the virus and putting their own lives in danger.
  • Employees cannot work remotely if the organization does not give proper IT support.
  • Employees who are not accustomed to working from home may experience many distractions that impair their performance and quality of work.

Organizations must mitigate many risks that have been recognized in the current climate:

  • Promoting social wellbeing
    Organizing online meetings or one-on-one talks with line managers, or simply calling team members to ensure they’re okay, are important tasks to provide a business takes after its workers in uncertain times.
  • Facilitating online working users must be patient in an uncommon situation, but enterprises must ensure that their IT systems can handle the volume of people signing on remotely.
  • Communicating It is important to have a clear moment each day or a weekly update when senior management knows exactly what they need to tell their employees/stakeholders and communicate that information while ensuring it is both relevant and current.

“Why are we doing all this risk stuff?” is a question that is occasionally voiced about risk management. Could it never happen? ”

Nobody can think about the future, which is precisely the goal of risk management. If risks become issues and enterprises are unprepared, they will pay the price, not just in dollars and dollars, but also in brand reputation.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Project ManagementTagged Project ManagementLeave a Comment on Organizational Risk Management Best Practices

What should you do to qualify for the M_o_R Practitioner exam?

Posted on July 14, 2022July 26, 2022 by Marbenz Antonio

The East Midlands Academic Health Science Network (EMAHSN) Public Involvement Fund is open.

What preparation should candidates make for the Management of Risk (M_o_R®) Practitioner exam?

If you’ve read this best practice guidance, you’ll know that it’s a strategy for identifying, assessing, and controlling risk, with a focus on portfolios, programs, and projects.

But what are the important aspects you must know to achieve the greatest possible exam result?

Exam Structure

The exam includes one imaginary scenario set in an organization in which you must apply your understanding of risk management. The questions in the exam are all based on the same scenario and can cover any of the following issues from the manual:

  • Management of risk principles
  • Management of risk approach
  • Management of risk process
  • Embedding and reviewing the management of risk
  • Common techniques
  • Risk specialisms

As a result, when studying for the exam, you must ensure that you have read – and can navigate – the whole manual.

Exam Timing

M_o_R is a three-hour open book exam that requires you to read the scenario and additional information.

Allow a maximum of 15 minutes at the start of the exam to read the situation but do not read the other information. Only do this when answering a specific question. If you take the exam online, you will only see the additional information when you reach the valid question.

Allow approximately 35 minutes to answer each question (all parts), including any additional information read.

Highlight the questions that you are unclear about and want to review. Use the “flag” functionality to do this online. In a paper-based exam, turn the page corner down. Put an answer down and move on; don’t waste time staring at questions you don’t understand. When you return to the question, your perspective on it may have shifted!

You will have approximately 25 minutes to review any questions you wish to review.

Question Format

The exam includes various types of questions:

  • Standard classic (choose one of four answers) – for example, “which action addresses this issue?” ”
  • Selecting two answers per question line is referred to as multiple responses. Both must be correct to receive a mark, for example, “which two explanations explain why…?” ”
  • Matching questions need you to “match” the statements in the left column with the descriptions in the right column. Column 2 (the right-hand column) selections are typically used once, more than once, or not at all.
    • Assertion-reason – these questions are divided into three columns:
    • A statement made by the left
    • Because the word “because” in the middle
    • On the right, is a reason.
    • Answer the right-hand “reason” column first by selecting true or false. Then repeat with the “assertion” column on the left. A key in the box at the top indicates the letter to select.

Exam Preparation

Before taking the live exam, you can complete one sample paper. If you book your exam through an Accredited Training Organization, you will receive a second sample paper.

Each sample paper includes:

  • Scenario booklet (similar to the one you’ll see in the live exam, but with a different scenario)
  • Questionnaire booklet
  • The rationale explains which option is correct and why.

Complete the paper(s) – Maybe in timed parts, if that’s simpler for you – then mark them using the rationale, carefully reflecting on the problems you got wrong. Make a note in your manual in case you encounter a question like this on the exam. Re-read the text if you scored extremely low in a particular area.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Project ManagementTagged Project ManagementLeave a Comment on What should you do to qualify for the M_o_R Practitioner exam?

A SIDE-BY-SIDE COMPARISON OF CHANGE MANAGEMENT AND PROJECT MANAGEMENT

Posted on May 10, 2022July 26, 2022 by Marbenz Antonio

Top 8 Reasons to Choose a Project Management Career In 2022

When implementing a project or initiative, both change management and project management are required. Each discipline provides the necessary framework for successfully implementing change and obtaining the desired outcomes. To be effective, however, change management and project management must collaborate. This results in a unified value proposition that lays the groundwork for tactical integration and adds value to all parts of the project, including people and technology.

CHANGE MANAGEMENT FOR PROJECT MANAGERS

The meaning of change management varies depending on your position. On a project, project managers often conceive of it as managing changing resources, processes, and people. Others could refer to it as project change management or change control. At Prosci, we define change management as the use of a defined process and tools to manage the people side of change to accomplish the desired goal.

Similarly, especially in technology projects, project delivery has developed to include a range of iterative techniques for solution design and development, such as Agile. Change management may be adjusted to fit with sequential, iterative, or even hybrid methods for solution design, development, and delivery.

COMPARE CHANGE MANAGEMENT AND PROJECT MANAGEMENT

The following paragraphs compare common features of change management with project management, such as focus, definition, intent, process, tools, scaling factors, success assessment, and practitioners. Although the contrasts between the disciplines are highlighted in this list, it’s important to remember that change management and project management are complementary disciplines with the same goal: to achieve effective transformation.

Definitions

Change Management – the use of a structured process and tools to guide people through change to accomplish a project’s targeted goal (such as ROI).

Project Management – the use of specialized knowledge, skills, tools, and processes to provide others with something of value.

Intent

Change Management – to ensure that impacted workers accept, implement, and apply the change-related solution.

Project Management – to ensure that the solution is properly planned, developed, and provided.

Focus

Change Management – personnel and stakeholders that will be affected by a project solution or initiative (those who must adopt and use the change)

Project Management – tasks and activities involved in developing and implementing a technological solution for a change

Scaling Factors

Change Management – Change characteristics, impacted organizations’ features, and the degree of “people change” necessary

Project Management – The project’s or initiative’s complexity and degree of technological change

Process

Change Management

  • Phase 1 – Prepare Approach
  • Phase 2 – Manage Change
  • Phase 3 – Sustain Outcomes

Project Management/Solution Development “Domains”

  • Stakeholder Performance
  • Team Performance
  • Development Approach and Life Cycle Performance
  • Planning Performance
  • Project Work Performance
  • Delivery Performance
  • Measurement Performance
  • Uncertainty Performance

Tools

Change Management

  • ADKAR Model
  • Readiness Assessment
  • Risk Assessment
  • Impact Assessment
  • Project Health Assessment
  • Change Management Plan
    • Communications Plan
    • Training Plan
    • Sponsor Plan
    • People Manager Plan
    • Resistance Management Plan

Project Management

  • Statement of work
  • Project charter
  • Business case
  • Work breakdown structure and/or project backlog
  • Milestones schedule (e.g., Gantt chart or sprint-release planning)
  • Budget estimations
  • Resource allocation
  • Tracking (e.g., burndown chart, Kanban board)

Success Measurement

Change Management – The factors of the human side of change that are measured include:

  • Impacted workers’ speed of adoption
  • Impacted workers’ ultimate usage
  • Employees with impaired skills
  • Obtaining desired results and outcomes*
    *This is the main focus since results and outcomes are contingent on persons embracing the change (i.e., the people-dependent contribution to ROI).

Project Management – The technical aspect of change elements is the focus of measurement, which includes:

  • On-time
  • On budget
  • Meets technical requirements
  • Achievement of results and outcomes*
    *Despite the fact that organizational advantages may not be recognized at the time of go-live or launch, some initiatives are deemed successful.

Who Practices

Change Management – not simply change management practitioners, but a coordinated structure of assistance throughout the organization:

  • Sponsors of the transformation are executives and senior leaders.
  • Managers and supervisors that guide and support direct reporting during the transition

Project Management – Typically used by a project manager and a project team working on a single project or initiative:

  • Project managers are in charge of the tasks, activities, and resources required to carry out the technical aspects of the project.
  • Subject matter specialists and organization representatives make up the project team.

PROJECT MANAGEMENT AND CHANGE MANAGEMENT

Both project management and change management are important components of effective transformation. Each discipline is critical to taking your project and people from the transition stage to the intended future state, despite their differences in focus and approach. Understanding how each discipline interacts with one another is the first step toward creating a unified value proposition and laying the best possible basis for your transformation projects.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Project ManagementLeave a Comment on A SIDE-BY-SIDE COMPARISON OF CHANGE MANAGEMENT AND PROJECT MANAGEMENT

Posts navigation

Older posts

Archives

  • February 2023
  • January 2023
  • December 2022
  • November 2022
  • October 2022
  • September 2022
  • August 2022
  • July 2022
  • June 2022
  • May 2022
  • April 2022
  • March 2022
  • February 2022
  • January 2022
  • November 2021
  • October 2021
  • September 2021
  • August 2021
  • March 2021
  • February 2021
  • January 2021
  • December 2020
  • November 2020
  • October 2020
  • August 2020
  • July 2020
  • June 2020
  • May 2020
  • March 2020
  • December 1969

Categories

  • Agile
  • APMG
  • Business
  • Change Management
  • Cisco
  • Citrix
  • Cloud Software
  • Collaborizza
  • Cybersecurity
  • Development
  • DevOps
  • Generic
  • IBM
  • ITIL 4
  • JavaScript
  • Lean Six Sigma
    • Lean
  • Linux
  • Microsoft
  • Online Training
  • Oracle
  • Partnerships
  • Phyton
  • PRINCE2
  • Professional IT Development
  • Project Management
  • Red Hat
  • Salesforce
  • SAP
  • Scrum
  • Selenium
  • SIP
  • Six Sigma
  • Tableau
  • Technology
  • TOGAF
  • Training Programmes
  • Uncategorized
  • VMware
  • Zero Trust

Meta

  • Log in
  • Entries feed
  • Comments feed
  • WordPress.org

home courses services managed learning about us enquire corporate responsibility privacy disclaimer

Our Clients

Our clients have included prestigious national organisations such as Oxford University Press, multi-national private corporations such as JP Morgan and HSBC, as well as public sector institutions such as the Department of Defence and the Department of Health.

Client Logo
Client Logo
Client Logo
Client Logo
Client Logo
Client Logo
Client Logo
Client Logo
  • Level 14, 380 St Kilda Road, St Kilda, Melbourne, Victoria Australia 3004
  • Level 4, 45 Queen Street, Auckland, 1010, New Zealand
  • International House. 142 Cromwell Road, London SW7 4EF. United Kingdom
  • Rooms 1318-20 Hollywood Plaza. 610 Nathan Road. Mongkok Kowloon, Hong Kong
  • © 2020 CourseMonster®
Log In Register Reset your possword
Lost Password?
Already have an account? Log In
Please enter your username or email address. You will receive a link to create a new password via email.
If you do not receive this email, please check your spam folder or contact us for assistance.