Project Management courses and training in South Africa and other African countries
Numerous international standards, such as the PMBOK® and PRINCE2®, focus on Project Management as an organisational discipline.
In spite of this, most of the world’s Project Management training is delivered out of context, without a plan to support its implementation.
The set of articles below describe the governing principles, considerations and factors for implementing Project Management in an organisation via training.
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Training people in Project Management is not the same thing as implementing Project Management. Implementation is a process driven by senior management. Training forms part of this process, and senior management must therefore be involved from the onset.
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Effort spent on individuals—time, money, energy, training, coaching, whatever—should be applied where it can provide the best possible return on the investment. The training should respect individual differences in competence.
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Senior management must understand the difference between day-to-day management and Project Management, and how this affects reporting and authority structures.
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Training does not begin with ‘staff’. The first step is to equip the senior decision-makers to set a strategic direction for Project Management, and to set measures for what real-world ‘success’ would be.
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Successful Project Management depends first and foremost on senior management’s understanding of what Project Management implies at the organisational level.
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Training the individual in Project Management does not prepare the organisation to manage projects better. The process of implementing Project Management must be understood and led by senior management.
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