Project management professional development: agile or traditional?

Project management professional development: agile or traditional?

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This article was originally published on APMG.

Project management professional development: agile or traditional?

Training and certification is a great way for project professionals to demonstrate their knowledge and competences to current and future employers. Whether aligned to a particular framework or methodology, or a focus on the key attributes or a project manager, training and certification can prove incredibly valuable for enhancing skills and enabling career progression.

With a wide range of options available in the marketplace, it can be a difficult and time-consuming task identifying the best option/s for one’s career development.

This is further complicated by the rise of agile and its influence on the project management landscape, with more organizations and project professionals than ever embracing agile tools and frameworks as they aim to increase the success of – and return on investment from – projects and other change initiatives.

With agile now mainstream in project management, a key decision faces many project professionals considering training and certification, and indeed those embarking on a career in project management. The decision is linked to a question along the lines of:

Should I certify in agile or traditional/waterfall project management?

The ‘Intent’​ in Intentional Organizational Learning

The ‘Intent’​ in Intentional Organizational Learning

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The 'Intent'​ in Intentional Organizational Learning

This article was originally published on Humentum

Generally, to be intentional means, to do something on purpose or to be deliberate – when used, the addition of the word intentional often is to add emphasis. It implies that an organization has thought about its options, discussed everything that need to be discussed, and come to this decision. As a result, resources are being allocated to make it successful.

When it comes to learning this includes having deliberate discussions within the organization or to implement something purposefuly. At an individual level, intentional learning happens when one sets out to learn something specific. One might search on the internet for advice on how to solve a problem or acquire a skill. Or one might enroll in a training course to learn how to paint or speak another language. The point is that Intentional Learning is not accidental, and it is driven by a goal or need, even if you don’t know what that is.

According to written literature, intentional learning in an organization is the “persistent, continual process to acquire, understand, and use a variety of strategies to improve one’s ability to attain and apply knowledge” (American Accounting Association, 1995). The “cognitive processes that have learning as a goal rather than an incidental outcome (Bereiter & Scardamella, 1989)

Virtually Human: Creating Team Cohesion Without Being Together​

Virtually Human: Creating Team Cohesion Without Being Together​

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Virtually Human: Creating Team Cohesion Without Being Together

This article was originally published on Humentum

When I started my career in 1990 working for a small international agency, we still had a Telex machine, but we never used it. Instead, we heavily relied on fax. One of my duties was to collect the piles of curled pages lying on the floor after one of our project offices had sent through a report. I’d sort the pages into the correct order and set the pile on a table under a heavy weight to flatten before handing it to my executive director. The following day, I’d assist in faxing back a reply.

Today, most workers have never even used a fax machine. Instead, we struggle with the volume of email exchanged every day with colleagues, even while adjusting to the proliferation of apps offering even more ways to communicate and collaborate virtually. As a result, we now seem to be seeing the dawn of the fully virtualized workplace.

HUMENTUM’S TRANSITION

As a case in point, Humentum recently made the decision to transition to a virtual workplace model. In place of a collection of offices in several locations around the world, they’ll organize into a network of individuals primarily working from home. I would argue that this is a brave, strategic and—some may say—risky decision. It is also likely a prophetic choice, when we stop to imagine the workplace 25 years hence.

PMD Pro picture of the month – November, 2017

PMD Pro picture of the month – November, 2017

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The November picture of the month is from PM4NGOs! Our team met with experts in Washington (DC) to develop the Program Management Certification and to improve the Program Management for Development Guide (PgMD).

The PgMD Guide was created to link strategic management team with the Project Managers through an intentional set of activities and objectives. A Program Manager has a vital role in the success of an organization.

We can’t wait for it!
Check out some pictures of the meeting:

[slideshow_deploy id=’4665′]

 

Four key factors for eWorkshop success

Four key factors for eWorkshop success

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This blog was originally posted on Humentum.

I used not to believe much in online trainings compared to face to face. However, this training has really shifted my mind towards it: the setting, the support, the quality of material, and the flow was simply amazing and very friendly. I have really enjoyed these past few weeks!” Fuad Rayyna

I have just finished supporting Humentum Planning for Financial Sustainability eWorkshop and I am really delighted with the learner feedback, like the one above. Most of the learners in this workshop have a programmes rather than a finance background. It made me smile as not only were learners surprised to enjoy an online finance training but, more important, they learned loads and now feel confident to use their new finance skills and tools immediately their work.

This is what it is all about for us at Humentum – finding practical ways to ensure operational excellence in our everyday work.

I’ve been reflecting on why this eWorkshop, and others, work so well for participants. And I’ve come up with four main reasons.

Continue reading “Four key factors for eWorkshop success”

PM4NGOs partners with APM

PM4NGOs partners with APM

Partners

We are delighted to announce that PM4NGOs has become a Corporate Partner of the Association for Project Management (APM).

APM is a membership organization committed to developing and promoting project and program management with aims very similar to our own. APM’s vision is for a world in which all projects succeed with project management as a life skill for all, and its mission is to inspire communities to deliver meaningful change for societal benefit by advancing the art, science, theory and practice of project management. APM is the UK member of the International Project Management Association. Its website is at www.apm.org.uk.

By partnering with APM we will be able to represent project and program managers in the development community at APM forums, special interest groups and at their annual thought leadership event. We will also be able offer access for our professionals to APM’s vast library of digital resources and webinars to help them to develop their careers.

Purpose and Belonging in Mergers

Purpose and Belonging in Mergers

Development Sector

Over the last year, there seems to be growing interest and efforts focused on exploring and executing mergers and acquisitions within our sector. Three examples of creative forms of collaboration across our membership community include: DAI and IntraHealth; RTI acquiring IRG from Engility this year; and Grameen and Freedom From Hunger in 2016. In our discussions across the membership community, many expect this activity to continue as leaders and boards continue to ask the key questions: Can a merger or acquisition accelerate our strategic goals? Can we deliver more impact in a closer collaboration than alone? And, finally, what can we do to better ensure success?

Multiple studies from the commercial sector over the years have pointed out that mergers have a higher than expected failure rate in their ability to create and sustain long-term value, even with the greater abundance of resources and capital. While these studies may seem daunting, there are many ways to increase the odds of success in the design and execution of a merger or acquisition, and a favorable external environment also helps. In addition, many characteristics our sector embodies may also increase success.

Successful organizations rest not only on strategy and talent, but also on a sense of purpose and belonging, especially in creating a new organization following a merger. Our community, with its strong social purpose, commitment to values, focus on diversity and inclusion, and passion for results embodies both purpose and belonging, and that has allowed our organizations to adapt and thrive in adversity. They may also help us be more successful in our mergers and acquisitions. Continue reading “Purpose and Belonging in Mergers”

The fundamentals of financial management: The Guide to FMD Pro

The fundamentals of financial management: The Guide to FMD Pro

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Our partner LINGOs developed the Guide to FMD Pro (Financial Management for Development and Humanitarian Professionals), a downloadable manual containing the full body of knowledge on which all of the FMD Pro materials are based. It focuses on the fundamentals of financial management and provides tools and guidance for all team members to manage their project finances effectively.

FMD Pro starts with an overview of the key concepts financial management – an essential leadership skill for a competent project manager and an approach that should be embedded within the processes and understanding of all project teams. Five easy-to-read sections underpin the overall approach. These are:

  • Accounting essentials
  • Financial Planning
  • Financial reporting and monitoring
  • Safeguarding assets
  • Tackling incidences of fraud and bribery

FMD Pro concludes with a Summary that provides a ‘minimum standards’ checklist for easy reference as well as advice on how to build an action plan, and further reading and resources. This is followed by a Glossary and Appendix, with information to supplement some of the chapters. Continue reading “The fundamentals of financial management: The Guide to FMD Pro”

PM4NGOs People – Edson Marinho

PM4NGOs People – Edson Marinho

Board Members

Edson Marinho is a Brazilian passionate project manager who is ahead of PM4NGOs as the Operations Manager since 2015. He is also the founder and director of Teoria da Prática, a Brazilian project management consultancy, and he is a senior member of the Brazilian PMD Pro Trainers Network.

International Relations Bachelor, post-graduated in Distance Learning and Project Management, PMD Pro Level 2 certified, Edson is an experienced project manager with over 13 years’ experience in managing large and complex projects and multiple small project. He has worked at small and large NGOs like ChildFund, World Vision, and Ética Fairtrade.

I have been involved in training and developing the PMD Pro (Project Management for Development Professionals) since the very first PMD Pro training group in Brazil. I truly believe that we must empower professionals by disseminating project management tools and techniques to the community-based organizations. In the other hand and most importantly, it is from the community that we will learn how and which of these techniques and tools really work”.