How can the benefits of PM training programs be improved?

Abstract

This paper exposes a number of shortcomings of project management (PM) training programs and puts forward propositions to avoid them. It is grounded in more than 25 years of personal experience with projects and 5 years of implementing PM training programs and draws on a recent research project and the conclusions obtained. The main conclusion of the research is that organizations implement PM training programs for two major reasons: in reaction to specific triggers, like customer feedback, or reduction of share value; or as part of a wide-ranging organizational change program, like a shift from functional to projectized structure. Two major conclusions come out of this study: (a) often strategic goals are not specifically identified as part of the project and; (b) when goals are identified; there are no clear measures of success associated directly to their achievement. Where both of these exist, organizations have either underestimated or simply not budgeted the required control processes as part of the resources cost. From this analysis, the paper suggests that organizations need to understand the justification for the training and define corresponding objectives and evaluation criteria.