Project Management

Scoping, scheduling, budgeting and delivering, at the scale a normal company actually runs projects.

Levels it usually serves: L3 Technical, L4 Supervisory, L5 Senior

What Members Come Away With

• Scoping so the project can be finished
• Schedules that survive contact with reality
• Reporting progress honestly

In Scope

Scoping and requirements, scheduling and resourcing, budget and change control, risk and issue management, stakeholder and steering-committee reporting, and running a project alongside a day job, which is how most of them are actually run.

Out of Scope

Not certification examination coaching, unless a provider names the qualification on their listing. The default here is delivery capability, not letters after a name.

Situations We See

The Project That Never Quite Finishes

Ninety percent complete for four months. Almost always a scoping failure rather than an execution one, and the training goes to whoever writes the scope.

The Accidental Project Manager

An engineer, an accountant or a marketer running a significant project with no method and no authority. The most common version of this booking in companies with no project office.

The Steering Committee That Is Being Managed

Reports are green until the month everything is red. This is reporting and escalation discipline, and it is worth training the committee as well as the manager.