“64% and 67% of projects with high maturity of PM processes are delivered on time and within budget, respectively. The equivalent figures for low-maturity organizations are just 36% and 43%. (PMI)“
Keeping this detail in mind, is there a corporate need for agile training/coaching/consulting in regards to project management methodology? What’s your thoughts? Which would be the better avenue (corporate (in house) training, corporate alignment of mentors (Sr PMs with novice PMs) or external /private trainer/consultant)? Saving Changes...
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Anonymous
It's impossible to judge the significance of those statistics because they say nothing about the value or quality of what was delivered. Time and budget don't correlate with success.
The answer is yes. Training and coaching are needed. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The problem is: from data the PMI and others can create information. But, how the data is collected and how the information is created?. I can say that lot of companies which do not have a formal project management process defined deliver projects as defined and lot of other with formal project management process defined do not. Is not a matter of maturity. Is not a matter of the approach. Saving Changes...
Competency in project delivery begins with training but doesn't end there. Hands-on experience with support from seasoned practitioners is how we learn how to apply what we've learned in classes.
Kiron Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
"...high maturity of PM processes..." is not only about the ability of the project staff (PM), it is also about the corporate culture. I hazard to guess that high quality staff within a poor corporate culture probably leads to failure more often that low quality staff within a strong corporate culture.
I suggest that project delivery training go beyond the project team and include the corporate executives. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Your quote of PMI seems not to reflect on agile, so I dont see the relation to your question.
A person in charge to decide how projects are run should have knowledge about agile and other approaches.
Depending on which approach is chosen, appropriate training has to be deployed and experience has to be acquired.
Short reply to your question is. no. Saving Changes...
Marcus UdokangProject Manager| Aivaz ConsultingCalgary, Alberta, Canada
People vs process. 90% of certifications are about process. Where are the people skills going to come from? Training? More than likely mentoring. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Hi Stephen,
Adding on to what @Thomas stated: The maturity or adoption concerns of “project management practices/processes” for an enterprise is entirely independent from questions related to “delivery approaches,” which is a project-specific consideration.
So, if an enterprise is lacking adoption of formal project management practices or they have a low-maturity level, then focus on that as an issue first. Stated differently, it is unlikely that you will resolve issues in the realm of delivery approaches if your governance structure is unhealthy.
