(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

PeoplePM

The PeoplePM course gives participants a simple process driven approach for successfully getting project work done in complex organizations.

We often hear about the high rate of project failure. Everyone at some time has probably been involved in a project that didn’t quite work out, and the statistics are truly dismal:

• McKinsey reports that on average large IT projects run 45% over budget and 7% overtime while delivering 56% less value than predicted.

• IAG Consulting estimated that 80% of projects are late, over budget, short of expectations or simply underdelivered

• A ZDNet report stated that only 39% of complex projects succeed while 43% are challenged and 18% fail.

• A Harvard Business Review report concluded that one in six IT projects have a cost overrun of 200% and a schedule overrun of 70%

• A McKinsey-Oxford study reported that; 25% of technology projects fail outright, 20%-25% don’t provide a return on investment and 50% need to be restructured before completion.

• WRIKE reports that only 64% of projects meet their goals while organizations lose $109 million for every $1 billion invested in projects and programs

• Gartner estimates that between 55% and 75% of all ERP software projects will fail to meet their objectives.

Would you get on an airplane if your chances of getting to the other side were this bad? Probably not, yet companies continue to undertake projects that would seem almost certain to fail. Project failure is a huge pain point for all large complex organizations.

The problem is that many techniques deployed by project managers aren’t all that helpful in large complex organizations. After all, traditional project management techniques were developed for large scale construction-like projects in areas such as highway development and the aerospace program. These types of projects are undertaken in a much more structured and static environment than what is usually encountered in the daily operations of any large organization. What traditional project management provided was an approach to coordinate a large number of dependent activities to complete a project within a specified timeframe and budget. Hence, the emphasis on gantt charts, resource levelling and variance analysis.

Even if the traditional approach may be somewhat suitable for some projects within organizations (i.e. software development) it is certainly not suitable for the majority of organization change or transformation projects. This is because the environment encountered when implementing large change projects into any complex organization is full of conflict, differing priorities and office politics that constantly ebb and flow. It’s not going to matter that you are using a well defined project management methodology if a group of critical stakeholders are not on board and are actively trying to undermine your transformation project. Indeed, beyond being just ineffective, traditional project management approaches can often generate a level of project bureaucracy that actually destroys value. Project managers can become less of a “manager” and more of a “project administrator” where the administrative function of the project management office seems to take priority over the projects themselves.

This is why we created PeoplePM. To change the behavior of project managers so that they have the ability to successfully deliver projects in complex organizations. PeoplePM is less about project methodology and more about the skills of a project manager. It’s not that project methodology is not important, it’s just that the skills of the project manager become increasingly more important as the project environment becomes more dynamic. A methodology can’t be expected to foresee all issues on a project no matter how comprehensive, but a skilled project manager can be expected to adjust to situations as they arise and manage the project forward.

The PeoplePM program improves seven critical skills that all project managers need to possess to successfully deliver projects in complex organizations.

These are common skills required by all project managers, but their need will vary from project to project, situation to situation. This is why developing these skills is so challenging because they need to be constantly adapted to the situation at hand. Stakeholder management on one project will probably not be the same as stakeholder management on another project. To overcome this problem the PeoplePM program does not just teach skills, rather it changes underlying behavior by first developing core behavioral attributes such as anticipation, empathy or pragmatism as building blocks to then develop the seven critical project management skills. To achieve this outcome the program combines a proven learning approach with artificial intelligence to give project managers the capabilities they need to successfully complete projects in complex organizations.

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Curriculum

PeoplePM – Part 1- Year 1

1. Part 1 Month 1 Introduction & Diagnostic
2. Part 1 Month 2 Project Management Fundamentals
3. Part 1 Month 3 Anticipation
4. Part 1 Month 4 Pragmatism
5. Part 1 Month 5 Organization
6. Part 1 Month 6 Communication
7. Part 1 Month 7 Empathy
8. Part 1 Month 8 Stakeholder Management
9. Part 1 Month 9 Negotiation
10. Part 1 Month 10 Conflict Resolution
11. Part 1 Month 11 Leadership
12. Part 1 Month 12 Planning
13. Part 1 Month 13 Risk Management
14. Part 1 Month 14 Change Management

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Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene PeoplePM corporate training program.

PeoplePM – Part 1- Year 1

1. Part 1 Month 1 Introduction & Diagnostic – The first workshop will provide an introduction to PeoplePM and the approach used throughout the course. The main objective will be to provide participants with an understanding of PeoplePM concepts and how the PeoplePM process driven approach can successfully get project work done in complex organizations. Specific areas of focus will include: how the five PeoplePM behavior attributes were identifie