There is a growing argument in human resources circles for viewing project management skills as not just the jealously guarded preserve of experienced full-time project managers; but rather as a set of valuable tools that can, and should, be harnessed by anybody with an involvement in non-routine project work of any magnitude or frequency.
Indeed, there is a growing number of managers who would argue convincingly that, at the very least, some basic project management skills should be included in the core training regime of all staff.
These same managers will often also often make the case for encouraging those with any knowledge of project management skills to take their training on to a further level.
The sobering fact is that many employees will themselves recognise the value of project management skills; though often with only a vague idea of what those project management skills should consist of; and usually when it is far too late.
Even those managers and employees with some basic knowledge of project management will often wish they had developed those skills further.
Sadly, the greatest realisation of how serious a lack of project management skills can be is most often experienced when a particular task has not succeeded; due to, perhaps, a lack of communication, a simple misunderstanding, or, simply, ‘human error’.
In many instances, it is found that it is simply not enough to have at one’s disposal the best technical knowledge, or in-depth levels of expertise in particular fields, if the organisation housing those specialist skills is lacking.
Many managers, however, are often pleasantly surprised to discover the extent to which modern project management training is completely sympathetic to these ‘applied’ situations; and how, in many instances, a bespoke training course can be arranged to take account of a particular business’s needs.
