PRINCE2® 2017 accredited eLearning available to purchase:
PRINCE2 is the most practised method for project management, and our courses will teach you the fundamentals necessary to apply the key elements of project management, such as risk management and control of resources.
With our eLearning, you will receive 12 months’ access to your course where you will be able to study at your own time and pace, from anywhere that has an internet connection. Once you have completed the course you will have obtained the knowledge to undertake the exam. We have the facilities for you to sit the exam remotely online 24 hours a day 7 days a week from anywhere in the world.
The PRINCE2 2017 eLearning is included in our Project Challenge – eLearning discount offer.
To find out more about the PRINCE2 2017 update, please click here
If you would like more information, please contact email@example.com or call 0117 440 2560
The TSO are offering large discounts on the MSP Survival Guides during Project Challenge
Project Management has been around for centuries. Apart from being able to use our thumbs, it may be the differentiating factor between humans and other species, as we can see evidence of humans working together to create amazing things; from the ancient Greeks to puting man on the moon, all of which constituted a form of project management.
These projects principally focused on constructing “things”, be it a building or a machine. Although highly complex and amazing feats in their own right, the results were quite predictable – whether it was a bridge or a machine that was being created. It was possible to understand the problem being solved.
Business projects are much more fluid, it is almost as if they are from another planet to the certainty that surrounds traditional projects.
This article explores the differences and how they could be handled.
We thought we would start the new year off with a bit of humour around the nightmare project manager.
We often talk to project teams about the art of project management and the need to step into their safety zone and see the business as their customer not their victim, so here are a few of the characteristics that make up the nightmare project manager:
- Talks in jargon whenever asked basic questions, defensive when challenged
- Focuses so much on process, they can’t think for themselves, love filling in forms
- Is a hero at heart and loves last minute firefighting to get the project over the line, it will be alright on the night
- Focuses on project management not the business outcomes
- Dives into technical detail about the solution rather than trying to understand the business challenges
- Sees stakeholder management as everyone’s problem but theirs
- Seen it all before, 25 years experience sadly it’s the same every year
- Believes that the “can do” approach will overcome their incompetence
- Planning is a pointless exercise because everything will change anyway, so what is the point
- Talks a good game, vanishes when the going gets tough
This is one of the MSP Survival Guide series and the first of the publications intended to enhance the MSP® body of knowledge by focusing on the roles, tasks and techniques of each of the roles.
The author is Rod Sowden (MSP Lead Author) and he was supported by a number of the Aspire Europe team.
The book addresses the areas which were too complex for the main MSP® manual within the size constraints of the book.
It is designed as the companion guide for the individuals who are appointed in this complex role of BCM, a role that is increasingly being referred to as the SBO (Senior Business Owner).
The book includes a range of specific advice, tools and worked examples together with case studies that help everyone in this role to perform effectively.
If you are interested in ordering one, click on this link – MSP® Survival Guide for Business Change Managers
You may also wish to look at our other publications
MSP® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Investment Logic Mapping was all the rage a few years ago but it has been lost in time. It originated in Australia and provided an approach to developing the justification for a business investment.
ILM is a brilliant way to understand the problem, think about the outcomes and clarify where the costs and benefits sit. They should be made compulsory in all Programme Briefs!
This guide by Ed Brown (Aspire Assess Director) outlines why you should use Investment Logic Mapping (ILM) to see what value the use of ILM will bring to your investments.
It is a powerful and extremely cost-effective way to bring shape and structure to your investment before you head off into expensive blind alleys.
We hope you find this useful
Over the last year or two we have reviewed a number of programmes and projects that are using an “agile” approach. There are a number of common problems which have come to light that should be of interest to any organisation setting out on an agile endeavour for the first time.
Agile, Lean or project management are not cures for unproductive or incompetent teams, weak leadership or poor performance management. All methods have their place and can add value and improve performance but none on their own are a panacea as they all depend on the capability of the people involved.
This article sets out some of the key lessons that we have taken from our reviews.