5 ways to launch your career in project management

Project Management has grown rapidly as a professional discipline, particularly over the last 10 years with the introduction of new techniques and methodologies aimed at improving successful outcomes, or working in a more agile way, or reducing risk, or maximising returns.  So you would like to progress your career?  Maybe secure a new position?  Manage larger projects?  Move industries?  Great, but where do you start?

1. Get yourself a recognised qualification

Although training and qualifications cannot alone make you a good project manager, they do provide an excellent foundation for effectively managing projects, and also give those around you confidence that you know what you are talking about.  Don’t underestimate the confidence that this gives your colleagues and customers.  Whether you opt for PRINCE2, PRINCE2 Agile or PMI’s Project Management Professional they will not make you a better project manager alone.  That will come with time and application, tailoring and adjusting based on experience and lessons learned.  Get yourself a professional qualification and build on that solid foundation.

2. Don’t blindly follow a methodology….. tailor

Leading project management methodologies like PRINCE2 are very thorough and provide a framework for managing projects successfully whatever their size and complexity.  However, it is paramount that you tailor the methodology to suit your project and the project environment.  If you tailor appropriately, you will have a structure that is streamlined and sized to meet your needs.  If you fail to tailor, you will end up with a heavy, slow, less relevant and cumbersome methodology and you will run the risk of alienating your project team.  The result? They may abandon the structures you are implementing to try to manage the project and you certainly don’t want that! Keep things relevant and spend the time to tailor the methodology up front, and regularly review this throughout your project.

3. Take responsibility

As a project manager you need to take responsibility.  Don’t shy away from difficult projects. Don’t throw the towel in just as things start to get hard. You need to hold your nerve and you need to be bold with your actions.  When things get tough, it is too easy to blame someone (or something) else for the issues the project faces.  Setbacks in a project are normal, so work with your team and key stakeholders to find solutions and keep the project moving forwards. Get their support and map out options and recommendations for corrective action.  This resilience will stand you in good stead, and before you know it your reputation for being able to manage during difficult times will grow.

4. Bring the team with you

As a project manager, you are central to the relationships within your team.  Get it right, and you will have a high performing team.  Get it wrong and brace yourself for chaos. Successfully delivering a project requires the contribution of each member of the team.  Be nice (but firm) and focus on bringing (and keeping) the team together.  This is energy well spent, as a fragmented team with lack of direction can be extremely disruptive.  There will be disconnects and communication issues at some point along the journey, but address these in a positive way rather than brushing them under the carpet in the hope that they will go away.  Trust your team, tap into their expertise and treat everyone with respect. Your reputation and career will flourish as you build your people network.

5.  Communicate your project and your career aspirations

Make sure you clearly communicate regularly to both your key stakeholders and your team.  Use the right language to match your audience.  If you’re speaking to senior stakeholders, make sure you describe your project in terms that they can easily relate to, such as return on investment, payback period, financial savings, etc.. This group will have significant influence in your career advancement, so don’t miss the opportunity to put your best foot forward. Be clear about your career goals, and don’t be shy about communicating these to your boss, peers, mentor(s) and teams. They can call help you to get what you want.

Written by: Nigel Galloway

https://pmiq.co.uk/prince2

Get help creating your next eLearning course at pmiqelearning.com

PRINCE2® and PRINCE2 Agile® are registered trade marks of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

#PMIQ #PRINCE2 # Agile #PRINCE2Agile #ProjectManagement

5 ways to deal with risk

Projects are unique undertakings, with a clearly defined start and end, and use a temporary organisation structure to bring about one or more changes with associated benefits. Alongside any change comes uncertainty, often referred to as #risk. Here are some of the risk management approaches that the project management methodology #PRINCE2® recommends:

Avoid

To avoid a risk, you will need to take action to remove the potential cause of that risk.  This will mean that once this action is complete, the risk can no longer have a negative impact on the project.  This may be achieved by planning or re-planning certain aspects of the project but will most likely involve additional cost to take corrective action.

Reduce

To reduce a risk, you will need to take action to change the probability and/or impact of that risk, and this is often referred to as ‘mitigating’ a risk. The activities associated with reducing the risk will need to be built into your project plan, and the associated costs will need to be agreed.

Transfer

To transfer a risk, you will need to pass part or all of that risk to a third party.  A common example of transferring a risk is taking out an insurance policy for your car, where you are transferring the cost element of the risk to the insurance company, but you still retain other aspects of this risk such as loss of time, inconvenience, etc.

Share

To share a risk, you will be distributing the gain/pain of that risk amongst one or more parties.  For example, you may opt to share a risk with one of your suppliers and this can be an effective way to encourage collaboration with respect to risk management.

Accept

To accept a risk, you will be taking an active decision to allow the risk to remain and allow the full impact of that risk to occur should it come to fruition. There are no costs associated with managing this risk, but equally there will be no reduction in the probability or impact of that risk.  Accepting a risk is a common response in situations where taking actions to reduce or remove the risk would far outweigh the cost of the full risk impact (i.e. the risk action would not offer value for money).

It’s important whatever your course of action for risk management that you ensure that the cost of such actions are proportionate to the impact of the risk if it were to happen.  For example, it would not (in most cases) be appropriate to take action to avoid a risk with a monetary impact of £10k if the corrective action required to avoid the risk would cost £100k.

Written by: Nigel Galloway

#PMIQ #PRINCE2 #risk

PRINCE2® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

7 key considerations for agile ways of working

The world we live in is changing at pace. Technology has had (and continues to have) a huge impact on the way we live and work, and some of the things that we now take for granted simply didn’t exist a few years ago. Such a pace of change offers both opportunities and challenges, whether that be from a business perspective or at a more personal level. So how do we embrace this shift towards agile working, how do we maximise the value for ourselves, our families, our colleagues, our businesses, and our clients?

Most of us have come across the term ‘agile’, some will have worked in an agile environment, and experiences will no doubt have been both good and bad. So, what is agile, and what are some of the things that we should consider when thinking about transitioning to an agile way of working?

01 The whole organisation

Agile is often thought of as solely a project management methodology. However, for an organisation to fully embrace change and undertake successful business transformation, the whole organisation needs to be involved in, and take ownership for, shifting to a different (better) way of working. Business leaders need to create the right culture for enterprise agility, eliminate silos and encourage and foster innovation. Change agents and business as usual operational teams need to work collaboratively, not separately or in conflict.

02 Multimodal working

Every organisation is different, whether they are primarily defined by size, industry, technology, risk, culture, ethos, style, working practices or a combination of these. Organisations need the flexibility to deliver work in a way which is right for their unique makeup, and this applies equally to those delivering the work. Multimodal working allows and encourages different ways of approaching and delivering work to suit the organisation and the employees. Such approaches may include a combination of programmes, projects, agile approaches or something else altogether. A mix of tools, techniques and methodologies may be deployed, such as #SCRUM, #Kanban, #Kaizen, #Lean, and the organisation may choose to operate under guides such as #AgileSHIFTTM.

03 Value

Value is, by its nature, inherently subjective and is a balance between the benefit gained and the cost of the resources required to deliver that benefit. The primary purpose of an organisation is to meet (or exceed) the expectations of its stakeholders, whether those stakeholders are customers, employees, or other interested (or impacted) parties. Organisations would naturally want to maximise the value they deliver, and they may therefore undertake various business transformation activities to try to optimise such value. Agile ways of working can help here. An agile approach allows the organisation to demonstrate and deliver value early and often. This can be achieved through regular customer demonstrations where they can visualise or physically interact with an aspect of the overall product. Regular handovers to the end customer can also help to grow confidence in the product and enables early value realisation.

04 Fail fast

‘Fail’ is often considered to be such a negative word. However, in an agile environment, fast and early failure should be encouraged. This does not mean that the organisation should focus on failure, but instead means that the organisation recognises and accepts that there will be both successes and failures throughout new product development or business transformation, and the earlier that they force out those failures, and then take corrective action the better. It is far better that those failures are flushed out early, rather that being discovered post-delivery. Extensive testing and incremental delivery is the way to go, alongside having the nerve to cancel work early that will not ultimately deliver value to the stakeholders.

05 Plan, but with flexibility in mind

Planning is, without doubt an important aspect of successful delivery, whether taking a more traditional waterfall approach or a more flexible agile approach. Plans are a starting point, and they are of course taking a best guess at what the future will look like. Because of this, we need to be prepared to accept that plans may, and probably will, change. This does not give every project manager a way out of schedule delays but does recognise the need for a ‘planning horizon’, where short term activities can be planned in some detail, but activities that are further out will only be planned at a high level. Agile approaches include iterations, sprints, epics and customer stories a way of iteratively planning and delivering those short-term goals, whilst keeping an eye on the longer-term roadmap. Organisations should not be afraid of change mid-delivery if that is what is required to maximise value, and they should work hand-in-hand with customers to optimise this balance.

06 Visualise

One of the most prominent aspects of a project team following an agile approach to delivery is the widespread use of visual reporting, ranging from simple task lists, to customer stories, #Kanban boards and information radiators. Traditionally these decorate the walls of a central dedicated project room, but modern tools and apps are now frequently used to similar effect for teams that cannot easily co-locate. Daily stand-up meetings (typically lasting 15-30 minutes) are held with the information radiators as a physical or virtual backdrop. Visualisation in this way, helps the team to stay focussed on what really matters for the current iteration, and allows teams to spend more time on delivery and less time on unnecessary reporting.

07 Build collaborative teams

Teams in an agile environment are actively encouraged to be self-organising, in that they should decide for themselves how to best deliver the work. This should be conducted in a collaborative manner with a joint commitment from the team to deliver value-add outcomes for the organisation. Collaborative teams bring many advantages, including greater satisfaction for those individuals involved, an increased focus on the customer, shared responsibilities and shared competencies along with a mutual trust amongst those that make up the team. Teams should feel truly empowered to make their own decisions, to adjust and change as required, to respond quickly to customer feedback, and as a result maximise value for all stakeholders.

There are, of course many other important factors to consider that will enable an organisation to transition to a truly agile way of working. Hopefully the above seven considerations will provide a small insight and some food for thought!

Written by: Nigel Galloway

PMIQ #PRINCE2 #Agile #AgileSHIFT

AgileSHIFT(TM) is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

PRINCE2 training from home

Across the globe, we are all facing challenging times with everything that surrounds the COVID-19 epidemic. Whether it be isolation from our family and friends, the challenges of working remotely or the possibility of having to find a new role, there is no doubt that the world as we knew it has changed for us all. Although this raises a considerable challenge, it also presents significant opportunities if we are open and willing. It is a re-set, a chance to do things differently, and to do different things. To challenge ourselves, to pave new pathways for our lives and for those around us. One growing trend is to take the time and opportunity to focus more on personal development. It’s something we all know we need to do, something that can help us develop and be better at what we do, something that can help us advance our careers, and something that, when required, can help us secure that next role. If you’re a project manager or working in a project management environment, the leading project management qualification across the globe is PRINCE2®. The PRINCE2 methodology was heavily revised in 2017 and is now in its’ 6th edition. So, with face-to-face classroom training on hold for the foreseeable future, what options are available for completing PRINCE2 training from home and which option should you choose?

Online (e-Learning)

Online (e-Learning) courses give you access to the course and all supporting material via the internet. This allows the learner to learn at their own pace, and fit their study around other commitments such as work and home life. Online courses are often supported by a qualified trainer to give the learner support as they make progress. If the course involves exams, these can often be completed online too which completely eliminates the need to travel. PMIQ PRINCE2 online (elearning) courses offer the following benefits:

  • Complete the course at your own pace
  • No need to travel – complete everything from home
  • All course costs include the course material and the relevant exam(s)
  • Full access to the latest PRINCE2 6th edition material
  • Full support from an accredited PRINCE2 trainer throughout
  • 24/7 access to the 21 course modules (interactive videos with voice-over)
  • All relevant exams, taken online through PeopleCert (within 12 months of course completion)
  • Access to all course materials and supporting documentation via our Learning Management System
  • Exam practice papers and thorough review 
  • Interactive exercises and knowledge checks
  • Guidance and advice on revision and exam preparation

Live virtual

Live virtual courses are usually hosted live sessions replicating a classroom course but delivered over the internet. The learner is connected directly to the trainer along with any other learners taking the same class. There is direct interaction with the trainer just like there would be in a classroom environment. If the course involves exams, these can often be completed online too which completely eliminates the need to travel. PMIQ PRINCE2 live virtual courses offer the following benefits:

  • Complete the course in a few days
  • No need to travel – complete everything from home
  • All course costs include the course material and the relevant exam(s)
  • Full access to the latest PRINCE2 6th edition material
  • Full live interaction & support from an accredited PRINCE2 trainer throughout
  • All relevant exams, taken online through PeopleCert (within 12 months of course completion)
  • Access to all course materials and supporting documentation via our Learning Management System
  • Exam practice papers and thorough review
  • Interactive exercises and knowledge checks
  • Guidance and advice on revision and exam preparation

Now that you have a better idea of what options are available for completing PRINCE2 training from home, why not take the next steep and contact PMIQ about getting started! We have recently introduced the option to pay by instalments to spread the cost over a number of months (with no interest charges). Just our way of helping to ease the pressure at a time that is challenging for us all.

Written by: Nigel Galloway

https://stgpmiq.wpengine.com/PRINCE2/

#prince2 #projectmanagement #PMIQ

10 key attributes of a world-class PMO

Many organisations, large and small, have established a PMO. But what is a PMO, and indeed what differentiates a mediocre PMO from a world-class PMO? The term PMO is used, often interchangeably, to describe and define a Project Management Office, a Programme Management Office, and a Portfolio Management Office. A PMO provides a centre of excellence that promises to deliver many things for an organisation, including an effective and consistent project management methodology and powerful insight to help with the successful delivery of projects, programmes and portfolios. The existence and maturity of these PMO’s will most certainly evolve over time and will span the entire range of business activities from short-term tactical projects to enterprise-level strategic and transformational portfolios of work.

So, what are the key attributes of a world class PMO?

01 Responsiveness

Data (both historical and forecast) is, of course, important in helping organisations to make the right decisions. However, this data must be timely and up-to-date to foster effective decision making. PMO’s should ensure that they are responsive to the organisation’s needs, and that decisions are taken based on the very latest and most relevant data.

02 Independence & complete transparency

A PMO should provide an independent source of project, programme or portfolio information and reports. There should be no hidden agendas, no politics, just reporting and predictions based on facts and intelligent forecasting.

03 A consistent, joined-up approach from top to bottom

Whether the organisation has implemented a centralised PMO or a dispersed PMO structure, there needs to be a joined-up approach from top to bottom. Consistency of data, familiarity of reporting and sharing best practice across the organisation will ensure that reviews and decisions are based on the data, rather than time wasted trying to interpret the information.

04 A view of the future

A good PMO will provide a predicted view of the future and help to drive corrective action where necessary to improve the delivery outlook and benefits realisation. Forecasting should be based on trends to predict project performance based on current performance

05 Senior stakeholder sponsorship, engagement and support

A major contributor to the success of projects, programmes and portfolios is senior stakeholder sponsorship, engagement and support, and this equally applies to PMO’s. With proper senior management involvement, a PMO can act with authority and confidence in the knowledge that they have an escalation path for resolving bottlenecks quickly, and a route to removing bureaucracy where it is inhibiting successful delivery and ultimately benefits realisation.

06 Agility not bureaucracy

PMO’s that are truly transformational will embrace agile development methodologies and other techniques that accelerate delivery and outcomes. They will find the right mix of project management approaches, making traditional techniques work well alongside accelerated approaches that allow incremental handovers to end customers.  This can increase customer confidence and involvement and bring forward benefits realisation, helping to enhance the underlying business case.

07 Promote best practice

Whether the PMO is centralised or dispersed within the organisation, an environment that promotes best practice and continuous improvement is a healthy one.  Streamlining and standardising metrics and reporting provides the organisation with an efficient basis against which they can make quick decisions.

08 Develop a project management profession & community

A great PMO provides much more than just a service, they become a trusted advisor to both the Project/Programme Managers and the senior level sponsors alike. Ultimately, a PMO is only as good as the people that make it up and the tools, techniques, processes, reporting and insight that they provide. If the organisation is serious about maximising the benefits of a PMO, then investment in developing experts and leaders in this space is key, and promoting a profession and a community to support this will ensure that the PMO can flourish as an increasingly valuable asset to the organisation. 

09 Focus on the key metrics

It’s important that the focus remains on the metrics that actually matter, and not on the metrics that “we’ve always tracked”. These may, of course, change from project to project, from programme to programme, and from portfolio to portfolio, but there may also be some common key indicators that the organisation need to track company-wide. Truly transformational PMO’s will keep track of metrics that are key to the business and key to their customers. Involving key stakeholders, both internal and external, to capture what is important to them will ensure that the organisation doesn’t lose sight of what really matters.

10 Use the right tools

A world-class PMO will ensure that the right tools are embedded and used consistently and effectively.  This can end up being a mix of off-the-shelf and bespoke tools, smart templates, apps, workflow automation, integrated reporting via meaningful dashboards, automated reporting and communication, etc.. The important factor here is that the tools need to be easy to use, easy to maintain, and properly integrated.  If they are cumbersome, clumsy and difficult to use, teams will stop using them, leading to out of date (or incorrect) data, and poor insight for senior management decision making.

How does your organisation stack up against the key attributes of a world-class PMO?

Written by: Nigel Galloway

https://stgpmiq.wpengine.com

#pmo #projectmanagement #PMIQ

PRINCE2 courses online, virtual & classroom

PRINCE2 courses and other new management courses now available.  We are proud to announce the launch of a number of new courses as we continue to grow as a leader in the Project Management training industry.  The new courses that we are offering from today are:

  • PRINCE2 2017 version – the latest version of PRINCE2 with many improvements and simpliciations, along with new Foundation and Practitioner exams.  We are fully accredited by the examinination institute PeopleCert to deliver the latest PRINCE2 courses to existing and new clients worldwide. Check out our PRINCE2 courses at https://pmiq.co.uk/prince2/.
  • Agile PM – The Agile Project Management™ (AgilePM®) approach aims to address the needs of those working in a project-focused environment who want to be agile – providing proven scalability and the ability to work with corporate management processes, supported by a track record of success over many years in IT and non-IT projects. With a clear, concise and detailed perspective on project productivity, the AgilePM® certification is useful to all candidates and competency levels ranging from highly experienced project managers to those new to the industry. Check out our Agile PM courses at https://pmiq.co.uk/agile-pm/.
  • Change Management – Change Management is associated with the effects and management of change; this is a high priority for any organisations where change is important to facilitate project implementation. This qualification is based on the theory and application of change for the individual, change for the organisation, communication and stakeholder engagement and change management best practice. Once you have passed the Foundation qualification you can progress to the more advanced Practitioner qualification. Check out our Change Management courses at https://pmiq.co.uk/change-management/.
  • Managing Successful Programmes – Managing Successful Programmes (MSP®) is a methodology that comprises a set of principles and processes for use when managing a programme. A programme is made up of a specific set of projects identified by an organisation that together will deliver some defined objective, or set of objectives, for the organisation. The objectives, or goals, of the programme are typically at a strategic level so that the organisation can achieve benefits and improvements in its business operation. Check out our Managing Successful Programmes courses at https://pmiq.co.uk/managing-successful-programmes/.
  • Management of Risk – Management of Risk (M_o_R) is a generic framework for the management of risk across all parts of an organisation – strategic, programme, project and operational. It incorporates all the activities required to identify and control the exposure to any type of risk, positive or negative, which may have an impact on the achievement of your organisation’s business object. PMIQ offers accredited learning for the M_o_R certification via online and blended learning solutions and a full public schedule of high quality classroom training. Alternatively if you have a group who require training we can arrange M_o_R learning solutions at a venue of your choice. Check out our Management of Risk courses at https://pmiq.co.uk/management-of-risk.
  • ITIL – The IT Infrastructure Library® (ITIL®) is the most widely accepted approach to IT service management in the world. ITIL is a best practice framework that has been drawn from both the public and private sectors internationally. It describes how IT resources should be organised to deliver business value, documenting the processes, functions and roles of IT Service Management (ITSM). PMIQ provides a full range of accredited ITIL training including e-learning and classroom courses to individuals and organisations world-wide. Check out our ITIL courses at https://pmiq.co.uk/ITIL/.

Please browse the course pages of our website to discover more.  Our fantastic support team are always on hand to answer any questions that you may have.

National Audit Office identifies the need for professionalism in Project Management

The National Audit Office (NAO) recently published a report which identifies some key shortfalls in the capabilities and skills of staff filling key government roles in Project Management.

Amyas Morse, head of the National Audit Office, said:
“Tight public funding means that departments must find ambitious new ways of working to maintain and drive up levels of performance. Key elements of success will be knowing what skills are needed and which staff have them, and then deploying those staff to where they are most needed. These key elements are not presently in place in many departments and need to be driven urgently to be in step with major change programmes.”

The following summary information has been extracted from the NAO report:

  • Government does not know how much is being spent and has rarely evaluated its impact on performance (despite major expenditure by central government departments on developing the skills of their staff).
  • Government’s estimate of £275 million (or £547 for each civil servant) in 2009-10 is a significant underestimate.
  • Only 48 per cent of civil servants said that the learning and development they received in the last 12 months had helped them to be better at their job.
  • Weaknesses in departmental strategies and governance arrangements for identifying and addressing skills needs have limited the effectiveness of skills development
  • Management responsibilities have been complicated and unclear, leading to incomplete and unreliable information on what skills development is being undertaken, by which members of staff and at what cost.
  • Insufficient standardisation across departments and limited use of central government’s buying power to cut costs have undermined value for money.

Government has recognized some of these issues and has recently introduced major changes to the way departmental HR functions operate, designed to achieve efficiencies and better alignment with departmental business needs. A new cross-government learning and development service called Civil Service Learning became operational in April 2011 in response to some of the issues raised. It will be interesting to see the resulting changes and their impact on the effectiveness of Project Management in the Public Sector.

You can read a full copy of the NAO report here.

The benefits of eLearning

We pride ourselves in offering first-class Project & Programme Management e-learning training courses at really affordable prices. But what are the advantages of e-Learning over classroom-based training?

Lower cost
With easy online access to e-Learning course material, travel and accommodation costs are eliminated, providing a significant saving over traditional classroom-based training. You can access your pre-course material, course modules, exercises & case studies, quizzes and simulated exams online at a time and place that suits you. e-Learning can deliver significant savings against an organisations’ training budget.

Faster pace of learning
You can learn at your own pace, without being held up by other learners. If you need to go back through a particular module, you are free to do so. There is less structured downtime (lunches, scheduled breaks, introductions, etc.). You can decide on your own schedule and with less (zero) travel time, meaning that you can start and stop the training when it suits you. You can skip the parts of the course that you are already familiar with and focus on those areas where you need a better understanding. Studies have shown that this can mean the learning can progress through a course up to 50% faster.

More accessible
Our e-Learning courses are self-contained, meaning you can access everything you need online at any time, and from anywhere in the world. This can mean that individuals that would not normally be able to free up the time from a busy work schedule to attend a 5-day course, can still take the training in a highly efficient and effective way.

More productive
Employees can fit e-Learning courses around peaks in workload, and organisations can focus their learning programmes to align with downtime.

Interactive
Quizzes and exercises pop up throughout our e-Learning course material, ensuring that learners remain engaged in the learning process. Simulated exams provide the learner with a chance to put their learning into practice in the safety of their own home. Individual feedback provides clear guidance to the learner on areas to revisit.

Freedom to fail
Learning inevitably involves some failure along the way. However, no one really likes to fail in a classroom full of other people. e-Learning allows you to explore ideas without that fear.

Continued access to resources
Our e-Learning courses provide a full 12 months access to our e-Learning course modules and all supporting course material, including quizzes, exercises and simulated exams. This means that you are free to revisit the material at any time during this period. This can be invaluable if you wish to brush up on your skills when you are back in the office putting your training into practice!

Environmentally friendly
Our online e-Learning courses are an ideal way for individuals and organisations to reduce their carbon footprint. A study by the Open University showed that e-learning (distance learning) courses consumed almost 90% less energy and 85% fewer CO2 emissions per student that traditional classroom based training courses. The main savings were attributed to less travel, and that using a computer from home was far more energy efficient. e-Learning can also save trees by reducing the amount of paper required. All supporting material for our e-learning courses is accessible online, and we have developed computer based issues tracking, and online feedback tools. We also make use of social networking tools online to increase learner interaction and communication. All of these approaches help us all to reduce the environmental impact.

Consistent message
Eliminates inconsistencies introduced by a number of different trainers delivering the same course material in a slightly different way. For company based delivery, this consistent message can often be critical.

Improved retention
Our e-learning courses provide a rich interactive learning experience. Activities and regular personalised feedback help learners to retain information which translates into excellent learning outcomes.

Sharing
We encourage the use of social media tools such as Facebook and Twitter to communicate with other learners. Learners have direct access to our Facebook and Twitter pages directly from the course modules. Sharing resources and insights can provide a much richer learning experience for everyone.

PMIQ launches new Learning Management System

PMIQ are delighted to announce that they have launched a new Learning Management System aimed at providing clients with a first class online training environment to support the recent transformation and expansion of our training portfolio.

We hope you enjoy our new training environment and, as always, we welcome your feedback!

PMIQ launches new project management training website

We are delighted to announce the launch of our new website.  This has been completely redesigned from top to bottom with end users in mind, but also works much better with our back office systems ensuring that we provide our clients with an excellent learning experience and the highest levels of customer support.  The new website is better structured to provide you with the information you need quickly, and also to cater for our expanding portfolio of products that we are launching over the coming weeks and months.  We hope you enjoy the new site, and, as always, we welcome your feedback.  Our amazing support team are on hand to answer any questions you may have.