PROJECT MANAGEMENT
Going mainstream
Project management is fast becoming a mainstream management discipline. Why is this the case? And how do executives identify the challenges that the project management community and the general management community face as project management develops as a formal skill set required by a broad range of staff
P
roject management is the process by which projects are defined, planned, monitored,
controlled and delivered such that the agreed benefits are realised.
“Projects are unique, transient endeavours undertaken to achieve a desired outcome.
“Projects bring about change and project management is recognised as the most efficient way of managing such change.” APM Body of Knowledge 5th edition
This broad definition
recognises that modern project management incorporates the disciplines of risk management, change management and programme management which, in turn, involves the management of multiple, interdependent projects.
‘Mainstream’ means a major prevailing trend and is applicable due to the high growth in the number of projects that are initiated by those not traditionally seen as ‘project managers’.
The reasons for becoming mainstream and the pressure that this puts on existing training and development concepts is explored by Maven Training when working with organisations such as yours and a model for the future is explored.
Maven Training team
The qualifications, skills and methodology training associated with project and programme management has been seen as a specialist activity and therefore outside the scope of organisation wide training programmes.
The model is based on the premise that project management training is reintegrated with the longer term goals of individuals and the strategic objectives of the organisation for which they work.
By incorporating project management training into mainstream learning and development activities, project management will benefit from the organisational development perspective that HR has been
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introducing into its work in recent years.
This includes capability building activities that ensure that the organisation has sufficient skilled resources for today and is also building skills and experiences that will be required as the organisation grows and matures.
The organisational development view will identify challenges which must be addressed if organisations are to create an environment where strategic objectives and the changes
FOR MORE INFORMATION
If you would like to discuss any of these issues within your organisation: Paul Spencer T: 0207 0896169 E:
info@maventraining.co.uk
Jul/Aug 10
they require are delivered as a normal part of business and not as one off ‘miracles’ amongst a sea of project failures.
The model of the future outlined here incorporates this longer term approach, and identifies how project management skills development can form part of building a wider capability in project management and how the development of capability supports talent management and succession planning initiatives across an organisation.
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