Please login or join to subscribe to this thread
While it would be beneficial for project team members to have some Project Management training, it isn't essential. If the Project Manager properly communicates to the team regarding their roles and what they can expect from the Project Manager, the team can operate just fine without receiving formal project management training.
I understand your premise, but I don't think that would be a sustainable model. I don't foresee a different level of understanding for Project Management would help in their specific roles. Their work would remain the same. Extraneous efforts on the PM side would remain the responsibility of the PM.
Think about a trail guide. The group on the guide do not need to be trained as a guide. They simply need to do what they know how to do, walk, take pictures, take in the sights, enjoy themselves. The guide simply takes them through an organized journey, of which the guide, from experience, knows of some potential pitfalls, knows where more or less effort may need to be placed, or knows that the group can tend to be overly optimistic at the start, helping to level-set expectations.
It can be beneficial but it is dependent on the structure of the project and where you draw the boundaries of the "project team".
There is a leadership principle with military origins called "commanders intent" which delegates decisions to people closest to the problem so that they don't need explicit orders for everything from the commander. In that regard it helps if the team knows what the PM is trying to accomplish through our processes (the intent) . They can then better help the PM develop the right plan by enabling the right decisions at the detail working level.
On the other hand, in businesses with highly repeatable processes, the PM communicates with some work cell leader. That leader generally understands PM principles but they put the planned work items into a queue, and the PM never knows who's even doing the actual detailed work. Those people won't benefit much with PM training if at all. The plan says make 4 of X and they make 4 of X. You see that often in companies that have employed lean practices and "standard work".
I actually am a fan of ensuring that everyone involved with contributing to or supporting projects has a fundamental understanding of the discipline. If we expect that PMs should have sufficient technical domain expertise to be effective, why shouldn't team members understand "something" about what we do?
Very interesting your question
Thank you for sharing it.
I really like the principle shared by Keith: "There is a leadership principle with military origins called" commanders intent "which delegates decisions to people closest to the problem so they don't need explicit orders for everything from the commander."
If our goal as project leaders is to support members to take advantage of their enormous potential, I recommend that your team members have project management training.
In this domain, I am aligned with Kiron's way of thinking
Transparency and cross-fertilization are features of good teams, they instill buy-in, trust and joint decision making. As such I normally strive that any specialists on the team, including the project manager, share their knowledge and others are interested to learn.
There are some skills of a project manager that are useful at any level, like meeting management. conflict handling, presentations, stakeholder engagement etc.
A good start to learn is PMI's PMEdge app, where you learn about meetings, stakeholders, risks, requirements and agile/hybrid approaches, more to come over time.
Project management is a life skill. We teach it in schools.
In my point of view is always beneficial that the members of a project has at least the basic knowledge of project management, it helps to understand, the dead lines, the milestones, the constrains of the budget schedule and quality, make the team members aware of this interactions.
Project management trainning never should close in a bubble where only the leaders should have the knowledge about the subject.
First of all remember this: everyone in this world is performing project management from the time they wake up to the time they go to bed. What differs from personal life is the degree of formality you take. Then, here my first comment. your organization have to decide "the way" it will take to perform project management. Is not the same to use a method like PRINCE2 than to use a guide from where you have to create your own method like PMBOK. Second, to enroll in project management training will not help because most of the times is based on a specific way to do project management (for example based on PMI) that could be the oppositte your organization decided to use. So, my recommendations is: took the knowledge areas of the PMBOK because those are the items to take into account (I have published articles about that) and help your people to think and leave each one as they think and live each one in their personal life. And first of all, think in your organizational strategy and the functions/process that compose it and map those knowledge areas to the existing functions/process to add value.
Project team kick-off meetings are sometimes held as a workshop, wherein details regarding the project and the project management processes are discussed. Although not training, this workshop is purposed to be the first step in ramping-up the team. From this point, training deficits can be addressed by formal training (internal or external).
Regarding team members trained in project management I think this is an important factor for the success of the project especially when the PM has no good domain knowledge.
For example you may have some team members working directly with the customer. The customer may be asking for things that are not on the scope and if the team members don't know much about project management they may be working on those items without raising a change request.
The PM should be managing the scope but many times since they don't get into the details of the work they may not be aware that things that are not on the scope have been requested. The team members are much more aware of this fact but if they have no project management training they may not care and may just do what the customer tells them to do.
I have seen a project that delivered successfully but produced a big loss because the scope was not properly managed and the team members just did what the customer was asking them to do without caring if the work item was or not on scope. In the end the customer refused to pay for the additional work change requested had not been raised.
Please login or join to reply