The paper aims to present a general overview of modern project management and the issues associated with identifying a rapid, effective and cost efficient solution to developing…
Abstract
Purpose
The paper aims to present a general overview of modern project management and the issues associated with identifying a rapid, effective and cost efficient solution to developing effective project managers. The piece discusses the advantages of taking a blended training approach as a method to support both knowledge delivery and skills attainment.
Design/methodology/approach
The viewpoint is based on experience of working with over 4,000 clients – spanning industry sectors – in 16 countries across the globe.
Findings
Practical experience is at a premium because of the complex nature of project management. Every project is made up of components – people, process and technology – which are all inter‐related and continually interacting with each other. Being able to control the complexity of this interaction, while navigating the project towards a successful outcome is the bedrock of successful project management. One of the most successful approaches to create effective project managers is blended learning.
Originality/value
The paper will be valuable to individuals responsible for staff learning and development; and to project management teams.
Details
Keywords
The purpose of this article is to look at how the learning and development (L&D) teams can enable businesses to handle redundancies efficiently and effectively, in order to ensure…
Abstract
Purpose
The purpose of this article is to look at how the learning and development (L&D) teams can enable businesses to handle redundancies efficiently and effectively, in order to ensure the best possible outcome for all parties.
Design/methodology/value
This article is based on the authors own knowledge and views.
Findings
Redundancy is unpalatable at the best of times and managing the process is never going to be easy. However, the L&D department has a critical role to play in mitigating the long‐term negative effects through timely intervention, excellent communication, compassion, and appropriate support and assistance.
Originality/value
This paper provides a redundancy management plan.
Details
Keywords
The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing…
Abstract
Purpose
The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders.
Design/methodology/approach
The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change.
Findings
Change initiatives are more likely to be successful when change leaders are developed and mentored through an organization-wide, structured, aspirational career development program, which encourages change leaders to focus on the big picture, to use their network, to engage with stakeholders and to develop their own emotional intelligence and resilience.
Practical implications
The paper explains that organizations need to change their thinking and practices around change management to do more to address the skills, attitudes, capabilities and relationships of the people involved – particularly change leaders.
Originality/value
This paper examines the often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study. It provides a blueprint for action for other organizations struggling to deliver successful change programs.
Details
Keywords
Demonstrates that skill gaps play a critical role in the failure of projects and provides HR specialists, consultants, management‐development specialists and trainers with…
Abstract
Purpose
Demonstrates that skill gaps play a critical role in the failure of projects and provides HR specialists, consultants, management‐development specialists and trainers with guidance on how to identify and close such gaps.
Design/methodology/approach
Draws upon personal experience of planning and delivering projects, delivering generic and tailored project‐management training programs and knowledge of the leading best‐practice methods in program and project management. Identifies common problems and outlines how these should be addressed through the involvement of HR and the provision of targeted training and development.
Findings
Reveals that, despite the availability and uptake of project‐management training courses, fundamental skill gaps remain. Argues that these generally take two forms – technical skills and interpersonal or soft skills – and that they are common at every level, from the project sponsor to the project manager, through to the project‐team members.
Practical implications
Explains that: generic training does not help employees to understand how projects should be run within their specific organization; project‐management skills are context‐specific and need to be assessed in relation to the project at hand; and HR has much to offer project managers in helping to deliver project success through people.
Social implications
Indicates how the cost of failed projects – which research puts at billions of dollars a year – could be cut.
Originality/value
Draws on the author's breadth of skill and experience to demonstrate key strategies that can help to reduce project failure and the associated costs.