3. Learning & development workshops
Project Manager’s Development Programme
Starting a project & governance, Benefits Realisation Management
Change management, Planning, Stakeholder Management
Quality Assurance, Learning the lessons
Six learning labs covering: finance, risk, team building, systems
Tutorials, Mentors, written assignments
Assessments
Introduction to PM
Governance the PCC way
Project Director's training
Project Leadership
4. Start Finish
Post-programme
follow-up
Intro
session
Closing
session
Baseline assessment End assessment
7 Workshops
6 Learning Labs [starting 1st November]
Virtual Project [starting September, deadline early March 2012]
Assignment #1 Assignment #2
Written
assessment Written
assessment
Evaluative
Assignment
4 Tutorials [first in early November]
Learning Contract
Licensed project manager development programme 2011-12 timeline
5. Content
• No brain dump/teaching i.e. transformative
not transmissive
• Delegates collaborate in answering questions
e.g. why do projects?, what are the benefits of
replacing boilers in a school?
• Reflection time How did you feel?
• Get delegates up onto feet
• Create ”learners not knowers”
• Encourage changed perspectives
• Simulations, case studies using real projects
• Quizzes to recap learning
6. Feedback
• Group session
• Online questionnaire
• Interviews 8 people 7 delegates 1 facilitator
• Main change – confidence
– To challenge
– In PM activities
– To let go control facilitator
• Main learning benefits & stakeholders
7. Future
• Assess delegates knowledge: projects,
intrinsic v extrinsic motivation, divergence
• Reassess at end of programme
• Discuss with line manager 6/12 months after
completion
• Refine in line with feedback
• More peer to peer tutoring
8. Results
1. Maturity improved from 1.2 in June 2007 to
2.5 in September 2010
2. 2007 24% 2010 76% meet budgets
3. 2007 25% 2010 84% meet time targets
4. Benefits are being realised
5. And not one negative headline for over 12
months!
9. Recap
• Gain an appreciation of issue
• Implement/test
• Reflect
• Iterate
• And above all talk to people!
10. References
1. Hinken, B., (2005) Confessions of a recovering knower [Electronic
version], The Systems Thinker, Volume 16 no 7 pp 2-6
2. Jackson, P.Z., & McKergow, M., (2007) 2nd Ed., The Solutions Focus:
Making Coaching and Change SIMPLE London: Nicholas Brealey
International
3. Nelson, R.R. (2007) IT Project Management: Infamous Failures,
Classic Mistakes and Best Practices [Electronic version] MIS
Quarterly Executive 6(2), 67-78
4. Sterling, S. (2001). Sustainable education. Totnes: Green Books Ltd.
5. Stowell, F. A., & West, D., (1994) Client-led design A systemic
approach to information system definition, Maidenhead: McGraw-Hill
6. Vickers, G., (1968) Value systems and social process
Harmondswoth: Penguin
7. Wysocki, R.K., (2010), Adaptive Project Framework: Managing
Complexity in the Face of Uncertainty, Boston: Addison-Wesley
2003 PRINCE2 training £20K spend 2005 little improvement, 2006 KPMG report 6/2007 2 attempts at introducing good PM Top down approach Take over 12/2007 Framework already in mind no detail Within six months recommend cancellation of project saving £4.2M my salary for 100 years!Looked for positive deviance
Knowledge increasing
Symptoms not causesTested in workshops – build a plinth
Cf Nelson’s findingsConsultation not collaboration
Written assessments, learning contract,
Learn activities and how to adapt, navigate projects without a map, encourage experimentation, new habits
Pink survey, uses for a paper clip
Time re-base lined projects now being controlled through approval processRecently delivered include: ferry port terminal building, major road junction, nursing home, primary school
