Understandingprojectmanagement qualifications

Author MelanieFranklin,ChiefExecutive, MavenTrainingLimited

Contents Overview................................................................................................................................3 ProjectManagement.............................................................................................................5 ProgrammeManagement....................................................................................................11 PortfolioManagement.........................................................................................................12 DeliveryManagement .........................................................................................................13 . ChangeManagement...........................................................................................................14 RiskManagement................................................................................................................15 CompanyOverview..............................................................................................................16

M_o_RisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries MSPisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries P3OisaRegisteredTradeMarkoftheOfficeofGovernmentCommerce PMIisaserviceandtrademarkoftheProjectManagementInstitute,Inc.whichisregisteredintheUnitedStatesandother nations.

Overview Projectmanagementisabroadtermusedtodescribetheprocesses,organisationalstructureand decisionmakingneededforthesuccessfulimplementationofchange.Itrequiresauniquemixof technicalability(planning,riskanalysis,changecontrol)andpeopleskills(listening,questioning, motivating,inspiring). Atalentedprojectmanagerbuildstheseskillsfromeveryprojectthattheyareinvolvedinand thereisnosubstituteforexperience.Thereisalsonosubstituteforafirmfoundationof knowledgelearningwhattodo,whentodoit,howtodoitandwhattodoifthingsgowrong. Qualificationsareademonstrationthatyouhavethesolidfoundationofknowledgeandthatis theentrypointtoprojectsandprogrammesthatwillchangehowyourorganisationworks.Asyou canseefromthediagrambelowprojectmanagementincludesanumberofrelatedmanagement disciplinesincludingprogramme,portfolio,riskandchangemanagement.

Thispaperwillexplainthedifferentqualificationsthatareavailablewithineachofthese managementdisciplinesprovidinginformationonthetopicscoveredbythem,thebenefitsof havingthemandwhotheyareaimedat.

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ProjectManagement

Projectmanagementistheprocessbywhichprojectsaredefined,planned, monitored,controlledanddeliveredsuchthattheagreedbenefitsarerealised.Projects areunique,transientendeavoursundertakentoachieveadesiredoutcome.Projects bringaboutchangeandprojectmanagementisrecognisedasthemostefficientwayof managingsuchchange. APMBodyofKnowledge5thedition The audience for project management qualifications includes those new to the subject who are keen to understand the tasks and activities they have to carry out, those who understand what they should be doing but need some help in how to do it and those who are experienced but recognisethattheyneedtoevidencetheirexperiencewithrelevantqualifications. Therearetwotypesofqualificationinprojectmanagement: 1. Methodologybased 2. Skillsbased Methodologybasedprovideslearnerswithanunderstandingofwhattodo,whentodoit,whoto doitwithandhowtorecordwhathasbeendone.Themethodologyexplainsallproject managementrelatedactivitiesfromtheinitialideaoftheprojectuntilitssuccessfulconclusion.An organisationcanchoosetodevelopitsownmethodologyorapproach,butmanyorganisations basetheirmethodologyonPRINCE2. Skillsbasedqualificationsareprovidedbytheprofessionalbodiesassociatedwithproject management,specificallytheAssociationforProjectManagement(APM)andtheProject ManagementInstitute(PMI).TheAPMqualificationsarethemostwellknownintheUKand whilstcandidatesdositthePMIqualificationstheyareseenbymanyasamoreglobal qualificationdrivenfromtheUS,sothoseworkingforUScompaniesarethemostlikelycandidates fortheseexaminations. TheDSDMConsortiumisanotforprofitmembershiporganisationwhichownstheDSDMAtern frameworkwhichfocusesonthedeliveryofearlybusinessbenefitsfromITprojectsand programmes.AgileprojectmanagementisanapproachbasedonDSDMAtern,andprovides projectmanagementtechniquesandmanagementprocesseswhicharerelevantforITprojects. APM,PMIandAgilearecomplementarytoPRINCE2astheysupportthedevelopmentofskills and practical ability whereas PRINCE2 provides the structure and context within which these skillsareapplied. PRINCE2 PRINCE2 is recognised as a worldclass international product and is the standard method for project management, not least because it embodies many years of good practice in project management and provides a flexible and adaptable approach to suit all projects. It is a project management method designed to provide a framework covering the wide variety of disciplines andactivitiesrequiredwithinaproject.UKOfficeofGovernmentCommerce,2010

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 PRINCE2 is the market leader in project management qualifications in the UK. Over 450,000 peoplehavetakentheFoundationqualificationsinceitwaslaunchedinthelate1990sandmore thanhalfofthesehavegoneontotakethePractitionerqualification. Learningoutcomes Clearlydefinerolesandresponsibilitiesofeveryoneinvolved,not justtheprojectteam Managewhatcanbeasizeabletaskinstageswithaspecifiedstart, endandmilestones Focusonproductsandtheirquality Maintainfocusonthebusinesscasefromstarttofinish Defineandmanagetherisksinvolved Youshouldattendif Youare(orwillsoonbe)requiredtoparticipateinprojectsandneed toknowyourroleandhowtheprojectlifecyclewillaffectwhatyou do YouwillberunningPRINCE2projectsatsomestageinthefuture andneedtogainanunderstandingofhowthemethodologyworks TheAssociationforProjectManagement TheAPMistheprofessionalbodyforallthoseinvolvedinproject,programmeandportfolio management.Theassociationisaregisteredcharitywithover18,000individualand500corporate membersmakingitthelargestprofessionalbodyofitskindinEurope.APMisafoundermember oftheInternationalProjectManagementAssociation(IPMA),afederationofover40national memberassociations. Aspartofitsstrategytoraiseawarenessandstandardsintheprofessionithasappliedfor charteredstatusoftheprojectmanagementprofessionandifthisisawardedthenmemberswho areabletoevidencesufficientknowledgeandskillswillbeabletoapplytobecomeaChartered ProjectProfessional(ChPP).CurrentlymemberscanapplytobecomeaRegisteredProject Professional,whichwillautomaticallytransfertocharteredstatusoncetheassociationbecomesa charteredbody. APMIntroductoryCertificate Thisisanentrylevelqualificationandisausefulplacetostartforthosewithnoexperienceof workinginprojects.Itexplainsthelifeofaprojectusingasimplemodelatahighlevelwhichdoes notprovidethedetailedunderstandinggivenbyPRINCE2.Emphasisisgiventoexplainingthe differencesbetweenaprojectandbusinessasusualandtherolesandresponsibilitiesassociated withprojectmanagement. Learningoutcomes Understandthebasicprinciples,terminology,rolesand languageofprojectmanagement Definetherelationshipbetweentime,costandquality Understandhowtoidentifystakeholdersandplanproject communications Identifyrisksandchangesandunderstandhowtoescalatethem
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Youshouldattendif

todecisionmakers Youare(orwillsoonbe)requiredtoparticipateinprojectsand needtoknowwhatyourrolewillbeandtounderstandthe basicprinciplesofprojectworkingandtheprojectlifecycle

APMP Thisqualificationhasacomprehensivesyllabusofskillsandtechniquesthatprojectmanagers shouldapplytocontroltheirprojectfrominitialrequirementstosuccessfulimplementation.It providesadetailedguideforhowtomanageaprojectincludinghowtoagreethescopeofthe project,howtoprocuretheservicesofsuppliersandestablishcontractswiththem,howtocreate detailedplansandhowtocontrolrisksandissues.Evenprojectmanagerswhohavebeenworking foranumberofyearsusuallycanlearnsomethingnewfromtheAPMPandforthosewithless experiencethenotesfromtheircoursesbecomepersonalisedhowtoguideswhenfacedwith projectchallenges. Learningoutcomes Clarifythedifferencesbetweenprojects,programmesand portfolios Reviewthedifferentprojectlifecyclemodelsincluding PRINCE2 Understandthemeaningofprojectgovernanceandthecontrols thatapplytoprojectmanagement Reviewthecontentofthebusinesscaseandhowthisrelatesto BenefitsManagement Identifystakeholdersandunderstandtheresponsibilitiesofthe projectoffice,projectmanagerandprojectsponsor. Understandthestructureandthetechniquesassociatedwith: o Requirementsandscopemanagement o Planningincludingcriticalpathanalysis,earnedvalue analysisandresourcesmoothing/levelling o Procurementandcontractsmanagement Youshouldattendif Youhavethreetofiveyearsexperienceinmanagingnon complexprojectsandarereadytobeginmanagingmore complexprojects APMPwithpriorlearning TheAPMPwithpriorlearningcoversthesyllabusoftheAPMPbutwithoutteachingtheproject lifecycle,businesscaseandtherolesandresponsibilityinformationthatiscoveredbyPRINCE2 training.ThisqualificationrecognisesthedetailedunderstandingthataPRINCE2Practitioner alreadyhasofthestructureandcontentofprojectmanagement,allowingthefocustoremainon thedetailedskillsandtechniquestheyrequire.TheexaminationisthesameastheAPMPbut shorterasitremovesquestionsnotcoveredbythisstrippeddownsyllabus. Learningoutcomes Understandthemeaningofprojectgovernanceandthecontrols thatapplytoprojectmanagement Understandthestructureandthetechniquesassociatedwith: o Requirementsandscopemanagement
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o Planningincludingcriticalpathanalysis,earnedvalue analysisandresourcesmoothing/levelling Procurementandcontractsmanagement YouhavegainedthePRINCE2Practitionerqualificationwithin thelastfiveyearsandwishtoacquiretheAPMPqualification

APMPractitionerQualification(PQ) TheAPMPractitionerQualificationisforprojectmanagers,projectcoordinatorsandteamleaders whohavethreetofiveyearsexperienceinmanagingnoncomplexprojects,andarekeento demonstratetheirabilityviathisveryhandson,practicalevaluationoftheirskills.The qualificationisgainedatanassessmentcentrerunbyAPMandthisworkshopisdesignedto preparedelegatestoattendthisassessmentcentre. Thereisnoexaminationassociatedwiththisqualification. TheProjectManagementInstitute PMIisaglobalorganizationwhichrepresentsprojectmanagersacrossmanyindustrysectors.Itisthe worldsleadingnotforprofitmembershipassociationfortheprojectmanagementprofession, withmorethanhalfamillionmembersandcredentialholdersin185countries.Itsworldwide advocacyforprojectmanagementissupportedbygloballyrecognizedstandardsandcredentials, anextensiveresearchprogramandprofessionaldevelopmentopportunities.Theseproductsand servicesarethebasisofgreaterrecognitionandacceptanceofprojectmanagementssuccessful roleingovernments,organizations,academiaandindustries. CertifiedAssociateinProjectManagement(CAPM) CAPMisanentrylevelcertificationforprojectpractitionerswhodonothavesufficientonthejob experiencetoqualifyforthePMPcertificate.ThesyllabusisbasedonthePMIBodyof KnowledgeandcoversthesamesubjectsasthePMP(seebelow). Learningoutcomes Reviewtheuseofcoreprojectmanagementdocumentation including: o ProjectCharter, o GANTTcharts,schedulesandMilestoneReports o RiskManagementPlans,and o CommunicationPlans Developtheprojectscopeanddeliverables IntroductiontoplanningtechniquesincludingtheWork BreakdownStructure Youareaprojectteammemberorentrylevelprojectmanager whowantsacredentialtorecogniseyourvaluetoprojectteam performance Note:ACAPMcandidateisrequiredtohavecompletedeither1,500 hoursofexperienceworkingonaprojectmanagementteamOR 35contacthoursofformalprojectmanagementtraining

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PMP PMPisverysimilartoAPMP.Ithasacomprehensivesyllabusofskillsandtechniquesrequiredfor effectiveprojectmanagementincludingdetailedplanningandbudgetinginformation,andriskand qualitymanagementguidance.Howevertheprocurementandcontractingmodulesarebasedon theUSmodelsoifthesuppliersyouareworkingwitharenotUSbasedthentheAPMPislikelyto bemoreuseful. Learningoutcomes KnowledgeoftheProjectManagementBodyofKnowledge (PMBoK)standard,including: o Initiatingtheproject o Planningtheproject o Executingtheproject o Monitoringandcontrollingtheproject o Closingtheproject Professionalandsocialresponsibility Integration,scopeandtimemanagement Cost,riskandqualitymanagement Communicationsandpeoplemanagement Procurementmanagement TheProjectManagementProfessional(PMP)certificationisunlike othersimilarqualificationsinthatithasminimumrequirementsin termsofeducationalqualifications,projectmanagementexperience, projectmanagementtrainingandongoingprofessionaldevelopment undertaken. ToapplyforthePMP,youneedtohaveeither:
Afouryeardegree(bachelorsortheglobalequivalent)andatleast

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threeyearsofprojectmanagementexperience,with4,500hours leadinganddirectingprojectsand35hoursofprojectmanagement education OR Asecondarydiploma(highschoolortheglobalequivalent)withat leastfiveyearsofprojectmanagementexperience,with7,500hours leadinganddirectingprojectsand35hoursofprojectmanagement education

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AgileProjectManagement Agileisanapproachthatemphasisestheneedforcollaborativeworkingbetweenprojectteams andusers,theimportanceofrespondingtochangestowhatisneededfromtheprojectandthe workingenvironmentintowhichtheprojectwillbedelivered,andtheneedtoremaintolerantof changestoscopeastheprojectprogressesthroughitslifecycle. Agileprojectmanagementisaniterativestyleofprojectmanagement.Insteadoftryingtoplan anddesigneverythingatthestartoftheproject,Agileprojectmanagerscreateahighlevelplan basedonoutlinerequirements.Aftersomeinitialdevelopment,furtherdetailsareaddedtothe planasmorebecomesknownaboutthesolutionthattheprojectisdeveloping.Anotherroundof developmenttakesplaceand,again,moreinformationisdiscovered,andmoredetailsare includedintheplan.Eachiterationbuildsonwhathasbeencreatedpreviouslyandtheproject teamworkcloselywiththeuserstodefinetheendsolution. WhilstthisapproachwasoriginallydevelopedforITprojectsitisincreasinglybeingusedforthose increativeindustriesincludingadvertising,marketingandwebdesignwherearapidresponseto customerandmarketdemandsareahighpriority. AgileProjectManagementiscomplementarytoPRINCE2asitisabouthowtoruntheproject, notwhatmanagementactivitieswillneedtobecarriedoutastheseareprettycommonacrossall projects.However,thereareanumberoftechniqueswhichwillbenewtothosewhohave previouslystudiedPRINCE2,APMPorPMP.Agileiswellknownforhavingitsownlanguage includingSCRUM(awayofcommunicating),burndowncharts(similartoearnedvalueanalysis), IWKIWISI(IwillknowitwhenIseeit)andYAGNI(youaintgoingtoneedit). Learningoutcomes UnderstandtheprinciplesofAgileProjectManagementand whentoapplyit ConfiguretheAgileprojectlifecycleandunderstandingthe management,businessandtechnicalworkproductsand deliverables Understandtherolesandresponsibilitiesandtheprojectteam structure Youshouldattendif Youare(orwillsoonbe)requiredtomanageprojectsusing Agileapproachesandneedtobeabletoapplythemwithinthe projectlifecycle Youareresponsibleforrepresentinguser/customerviewsto theprojectteamandwishtounderstandhowyoucanmore effectivelyparticipateintheprojectprocess

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 Programmesinvolvethedeliveryofanoutcomethatisofstrategicimportance,sothereisusually alotofworkinvolvedandlotsofcrossdepartmentalworkingtodeliversomethingthatbenefits thewholeoftheorganisation. Programmesofteninvolvethesuccessfuldeliveryofmultiple,interdependentprojectsthateach contributesomethingtotheoveralloutcome.Workcanbestructuredasaprogrammeifthereisa needforhighlevelsofcoordinationbetweentheprojectsthemselvesandtheimplementationof theproductsandservicescreatedbytheprojects.Essentially,programmemanagementcombines thedisciplinesofprojectmanagementandchangemanagement. Programmemanagementisrelevantforthoseexperiencedprojectmanagerswhoareinvolvedin deliveringcomplexsolutionswheretheyfindthemselvesresponsibleformorethanonework stream,whichneedsadifferenttypeofcontroltothatofferedwithinprojectmanagement.Itis alsorelevantforthosemanagerswhoareresponsibleforidentifyingwhatactivitiestheir organisationwillcommittointheannualbusinessplantorealisethestrategicobjectives.Those withthisstrategicbackgroundmaynothaveanyunderstandingofprojectmanagementbutwhilst therearesimilaritiesbetweenprojectandprogrammemanagement,aformalproject managementqualificationisnotaprerequisiteforstudyingprogrammemanagement. ManagingSuccessfulProgrammes(MSP)isabestpracticeguideonmanagingaprogramme,that isofmanagingaspecificsetofrelatedprojectsidentifiedbyanorganisationthattogetherwill deliversomedefinedobjectiveorsetofobjectivestypicallyatastrategiclevelwhichwill enabletheorganisationtoachievebenefitsandimprovementsinitsbusinessoperation. Learningoutcomes Principlesderivedfromlessonslearnedinpreviousprogrammes thathadpositiveand/ornegativeresultsthatcanbeusedto improvethelikelihoodofsuccessinfutureprogrammes Governancethemeswhichhelptoestablishtherightleaders, team,structures,controlsandinformationtogivethebest chanceofachievingthebenefits Transformationalflowaroutethroughthelifecycleofthe programmefrombeginningtoend Youshouldattendif Youare(orwillsoonwillbe)requiredtoparticipateinmajor initiativesusingthemethodthatwillresultinsignificantchange withinyourorganisation Youwilltakeupaseniormanagementrole(typicaltitles ProgrammeManager,ChangeManager)atsomestageinthe futureandneedtogainanunderstandingofhowthemethod works ProgrammeManagement

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PortfolioManagement

Portfoliomanagementisanessentialdisciplineforunderstandingandgoverningalloftheprojects andchangeinitiativesacrosstheorganisation,providingamechanismforcontrollingand prioritisingdiscretionaryspend.Theendresultisaplanofallinitiativesthattheorganisationhas tocompletetoachieveitsstrategicobjectives,prioritisedbasedontheircontributiontothese objectives,theavailabilityofresourcesandtheamountofchangethateachdepartmentor functioncanmanageatanyonetime.

Portfoliomanagementrequires: Analysisofcurrentandplannedprojects,programmesandchangeinitiatives Prioritisationofinitiativesagainstpreagreedcriteria Deliveryofprojectsandprogrammesontimeandtobudget Effectiveimplementationofwhathasbeencreatedthroughasimple,wellunderstoodset ofstepsthatbecomeanautomaticreactiontochange Measurementofkeymetricstodemonstratethatbenefitsarebeingrealisedorproactively identifyingtheneedforcorrectiveaction Thoseresponsibleforportfoliomanagementarelikelytohaveastrategicrolewithintheir organisationorhaveresponsibilityfordevisingwhichinitiativesshouldbeincludedintheannual businessplanningcycle.Whilstaportfolioisthesumtotalofalltheprojects,programmesand changeinitiativesthattheorganisationisplanningtoundertake,detailedknowledgeofproject andprogrammemanagementisnotaprerequisiteforstudyingportfoliomanagement. Learningoutcomes Understandtheobjectives,scopeandbenefitsofportfolio management Understandthecontextinwhichitisappliedanditsprinciples Definethestepsinvolvedindefiningtheportfolioincluding categorisingandprioritisingeachinitiativeandbalancingthe impactfromeachprojectsothatthelevelofchangedoesnot overwhelmbusinessasusual Reviewtheprocessesinmanagingtheportfolioincluding benefits,risk,financialandcommunicationsmanagement,and identifyhowtoassignandmonitortheuseofresourcesagainst eachinitiative Youareamemberofamanagementorsupportoffice(P3O) responsibleforthecollectionandcollationofprojectand programmeinformationandreportingtoseniormanagement Youareresponsiblefortheselectionanddeliveryofbusiness changeinitiatives,includingprojectsandprogrammes

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DeliveryManagement

Toensurethatthechangesdeliveredviaprojects,programmesandportfoliosaresuccessfully implementedacrosstheorganisation,thereneedstobeastructureinplacethatisresponsiblefor ensuringthatbusinessasusualisnotdisruptedbythisdelivery,andthatchangesarebalanced betweenrunningthebusinessandchangingthebusiness. Portfolio,ProgrammeandProjectOffices(P3O)isthebestpracticeguidanceforsettingupand runningeitherasingleofficeorasetofinterlinkedofficestoprovidedecisionenabling/delivery supportstructuresforallchangewithinanorganisation.Theguidanceassistsorganisationsto achievetheirstrategicobjectivesbyprovidingtherightservicesandtoolstoplan,resource,enable andcontrolsuccessfuldeliveryofchangeintooperationalenvironmentsandtoputinplace appropriaterisk,costandgovernancemechanisms. Thisisarelevantqualificationifyouareinvolvedinaprojectorprogrammesupportofficerole andwanttounderstandhowtodeveloptheservicesyouoffertobetterassisttheprojectsand programmesyouoversee.Experienceofmanagingaprojectorprogrammeisnotaprerequisite forthisqualification. P3OofferslotsofinformationonthedifferentservicesthataPMOcanoffertoindividual projects,programmesthatinvolvemultipleprojectsandchangesandtothosewhoare responsibleforthedeliveryoftheportfolioofallchangeinitiativesacrosstheirorganisation.It addressesthechallengesofbuildingamechanismthatenablesinformationtoflowfreelyto decisionmakerswithoutoverburdeningtheprojectandprogrammemanagers,andadviseson whatinformationneedstobeescalatedandwhatcanremainattheprojectorprogrammelevel. Learningoutcomes TheelementsofP3O Howtheycanaddvaluetoanorganisation Howtodesignandimplementthem Thetoolsandtechniquesbestpracticeoffers Theresponsibilities,rolesandmanagementarrangements requiredforaneffectiveP3O Youshouldattendif Youare(orwillsoonbe)requiredtoparticipateinaportfolio, programmeorprojectofficeandneedtoknowhowtheyshould operate Youare(orwillsoonbe)requiredtomanageaportfolio, programmeorprojectofficeandneedtoknowtheapproaches, guidanceandpracticaltoolstoestablishormaintainan effectivesupport,assuranceandstrategicplanningfunction withintheorganisation.

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 Theeffectivemanagementofchangeisfundamentaltosuccessfulprojectmanagement.Projects (eitherstandaloneoraspartofaprogrammeorportfolio)createnewproducts,servicesand processes.Poorprojectmanagersregardthiscreationastheendoftheproject,butthebenefits willberealisedwhenthenewproducts,servicesandprocesseshavebeenembeddedintodaily activities.Theexistenceofanewsystemisnotthesameasusingthesystemtoeradicate duplicateentriesandreducerework.Thesearethebenefitsandtheydonotoccuruntileveryone canusethenewsystemwiththesameconfidenceastheyusedtheoldsystem. Theabilitytodefine,planandimplementchangeisacoremanagementskill.Demandforthisskill continuestogrowas: Thepaceoforganisationalchangeacceleratesinresponsetosocietalandtechnological changes Participationinchangewidensfromseniormanagers(dictatingchangeviaatopdown approach)toalllevelsofstaffandmanagersinnovatingandimprovingtheirapproachto theirwork ChangeManagement Thereisaneedforprojectmanagerstobeeffectiveadvisersandmanagersofchangetoensure thatthephysicaldeliverythattheyareresponsibleforissuccessfullyadopted,therebygenerating thebenefitspromisedinthebusinesscase. Changemanagementisreferredtointhesyllabioftheprojectmanagementqualifications.MSP referstotheneedtoplanandmanagethetransitionfromthecurrenttothefutureoperating model.PRINCE2formallychargestheSeniorUserwiththeresponsibilityforensuringthatthe changesresultingfromtheprojectrealisetheexpectedbenefits. Thisqualificationhasnoprerequisitesandmakesnoassumptionsaboutthelevelofproject managementknowledgethatacandidatemayhave.Thequalificationprovidesideas,processes andtechniquesformanagingchangeattheorganisation,teamandindividuallevelandprovides guidanceonhowtoeffectivelyleadchange. Learningoutcomes Definewhatchangemeansinaworkenvironmentandexamine itsimpactonindividuals,teamsandtheorganisationasawhole Describetheimpactofchangeonindividualandteam productivityandtheeffectchangeinitiativescanhaveonteam productivity Analysehowdifferentorganisationtypesareaffectedbychange Considervariousmodelsoforganisationalchangeandstatehow besttoapplythemtoaprojectscenario SpecifyhowtoapplyChangeManagementapproachesand
techniquestothemanagementofchangewithinyourorganisation

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Youare(orwillsoonbe)responsibleformanagingsomeaspect oforganisationalchange(as,forinstanceaChangeAgent, Manager,Consultant,Programme/ProjectManager)andneed toknowchangemanagementmightbeapproachedwithinyour organisation

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RiskManagement

TheManagementofRisk(M_o_R)providesadetailedapproachtomanagingriskatdifferent levels:prjoectrisk;programmerisk;operationalriskandstrategicrisk.Whilstriskmanagementis afeatureofotherprojectmanagementqualifications,M_o_Rprovidesastepbystepguidefor whattolookfor,howtoassessandcategoriserisks,howtoplanmitigatingactionstoovercome themanddetailsanumberoftechniquesthatcanbeusedinestimatingtheseverityofrisk.The approachforprojectriskisalignedtotheguidanceinPRINCE2andtheapproachtoprogramme riskisalignedtotheguidanceinMSP. M_o_Risintendedtohelporganisationsestablishaneffectiveframeworkfortakinginformed decisionsaboutrisk.Itcoversawiderangeoftopicsincludingtheactivitiesrequiredtoidentify andcontrolexposuretorisk,thetechniquesforanalysingrisksandclarifyingtheirimpactand probabilityandguidanceonwhotoinvolveineachstepoftheriskmanagementprocess. DetailedunderstandingofferedbyM_o_Requipsmanagerstodeviseandimplementa customisedapproachtomanagingriskwithintheirownorganisations,ensuringthattherisks identifiedandthedecisionsonmitigatingactionsarerelevanttotheworkthattheorganisation conducts. M_o_Risaframeworkformanagingriskwhich: specifiesasetofhighlevelprincipleswhichanorganisationcanusetodevelopitsownrisk approachitspolicies,processandplans proposesfourstepsintheM_o_Rprocesswhichwillenabletheidentification,assessment andcontrolofriskfromfourorganisationalperspectivesstrategic,programme,project andoperational` Youshouldattendif

Learningoutcomes

Understandtheframework,principlesandprocessesassociated withM_o_R Appreciatethedifferencesinperspectivesbetweenproject, programme,operationalandstrategicrisk Practiceanumberofspecialistrisktechniquesandunderstand whentheyaremostrelevant Youare(orwillsoonbe)involvedinriskmanagementatsome levelwithinyourorganisationandneedtogainan understandingofhowM_o_Rworks Youare(orwillsoonbe)involvedintheimplementationofrisk managementwithinyourorganisationandneedtoknowhow M_o_Rmightbeusedtoassistinitsimplementation Youare(orwillsoonbe)requiredtomanageriskusingM_o_R guidelinesandneedtoknowhowtoapplythem

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CompanyOverview

Mavencanassistyoutoaddressprojectmanagementinthewidercontextoforganisational development.Wecannotfixallofyourproblemswearenot,anddonotclaimtobe,a managementconsultancy.Wearehoweverexpertsincapabilitybuildingandcanworkwithyouto alignprogramme,project,riskandchangemanagementwiththeorganisationyouwishto become.Wehavetheexpertiseandexperiencetodothealignmentforyoubutitisourethosto transfertheskillsintoourclientssotheybecomeselfsufficientgoingforward.Ourservicesare designedtotapintoinitiativesdesignatedastransformationalchangeprogrammes,talent managementstrategiesetc.inotherwords,totakeourservicesoutsideofthenarrower definitionsofprojectmanagementandoftraining. Weapplyastaged,structuredapproachtocapabilitybuildingbyaddressing: Thesituation:wegatherinformationontheobjectivesoftheorganisationandthegoalsandkey performanceindicatorsthatneedtobemet Thepeople:weusebestpracticecompetenceframeworkstoassesscurrentcapability Thestructure:weconductamaturityassessmenttodemonstratewheretheorganisationis currentlyinrelationtorunningitsprojectsand,equallyimportantly,howitcanprogresstothe nextlevelofmaturity Thediagrambelowillustratestheapproachinmoredetail: Datagathering Results ActionPlan Howdowemovefrom Situation Organisationalcontext: currenttofutureposition? Strategicobjectives Assessment Assumptions,risks,constraints 1.Summarisecurrentposition: Organisationalmaturity Staffcapability Peoplecontext: Sizeofgapwillinfluence People complexityofassignment Business&commercial Capability Context Assessment Techniques 2.Clarifydesiredfutureposition: Planningthestrategy Organisationalmaturity Executingthestrategy Staffcapability Organisationandgovernance 3.Explaintherelevant interventionforeachtheme: Structuralcontext: Workshops Managementcontrol TrainingCourses Maturity Benefitsmanagement AssuranceServices Assessment Financialmanagement MentoringandCoaching Stakeholdermanagement PerformanceSupport Riskmanagement CareerPaths Organisationalgovernance TalentManagement Resourcemanagement SuccessionPlanning ThisapproachhasbeensuccessfullyappliedwithourclientsandMavenwillbepleasedtodiscuss itsapplicabilitytoyourorganisationinmoredetail.
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ForfurtherinformationaboutMavenTraininganditscapabilitybuildingservices pleasecontact: MelanieFranklin Telephone:02074037100 email:melanie.franklin@maventraining.co.ukoremail:info@maventraining.co.uk website:www.mavencapability.co.ukorwww.maventraining.co.uk