Working With Us - Our Engagement Model

This is a robust engagement model honed over many years with best results as its focus. It can, however, be a fast process from initial request to pilot as we have done it so many times before. The critical factor always is client approach, readiness, understanding of need and availability for consultation and pilot.

• Demand is raised - either by direct external request or as a result of previous training conducted.
• Initial consultative meeting, phone or face to face wherever possible in order to best understand the requirement, includes: business problem that has given rise to the request - this helps us select the right tools to put in e.g. If projects are running over time we emphasise critical path, if budgets regularly get overspent we need to know why, it may be poor estimating, stakeholder management, cost control, contract management, procurement or financial appraisal skills. The options for subject coverage under project management are so wide that we have to drive for clarity to ensure we deliver exactly what is needed. More often than not this will save start up and running costs as we may recommend a shortened more precise course, rather than an "off the shelf, generic" option. It also maximises ROI (Return on Investment) as we tackle the specific problems that are holding that client's projects back. Recently we helped a public sector team cut 10 months off a 2 year project timeline!
• Initial recommendations. Sometimes, the recommended approach is different from that of the initial request. Our direct and lengthy experience of running projects and project training has helped us spot symptoms of issues that may be related to but not directly caused by project management. Examples include "project governance" (or the level of overall project maturity) of the organisation. We prefer training project managers who are going to be supported, and understood on their return to the business. A short time spent with the senior team first has exponential benefits on realising the advantages of a training course.
• Draft programme. If project training is the right answer we submit a draft programme with indicative content, including what should be done by the business before and after the course to maximise benefits accrued (e.g. Pre training briefings for senior teams, objective setting between learner and line manager, post course follow up and ongoing support and measurement of individual and project performance improvements.)
• Interactive design phase. It is important we work in partnership to design a best fit course. This is not however a lengthy or expensive business. We have been doing this for 35 years and have a vast library of project materials. We do encourage, wherever possible, the integration of client specific documentation in the training materials (e.g. Project plans, risk logs, reporting templates). This helps us further maximise value to the client as the training also raises awareness of and application to internal methods and tools.
• Run pilot, this would include a cross section of sponsors and stakeholders who understand and represent the intended final audience. We both gain vast amounts from the feedback after these sessions. If it is not possible or desired to run a pilot we place even greater emphasis at stage 2 on understanding the needs and backgrounds of the audience.
• Final design approval, rubber stamping the output of the original design with changes incorporated after the pilot, including method for evaluating the impact of the training (which in some cases includes a formal APM exam)
• Rollout of the training programme. Usually represented by a period of unchanged training but can incorporate changes from within the business e.g. new processes, as we see our remit to be promoters of internal directives as much as deliverers of project skills training. During this phase we also act as a feedback loop to inform the business of issues and trends arising during the courses (e.g. internal communications, problems arising from different functions in the business using different methods, opportunities for improvements / savings)
• Learning evaluation, follow up and reinforcement. This depends heavily on the client but can be anything from standard "happy sheets" to repeated internal workshops where learners report back on specific challenges and achievements. We often we end up working on specific projects with client partners which allows us to directly assist on real project progress and spread good practice further and wider into the organisation
• Full review and re-design if needed, it may be that continuation is the best option, but often new needs will surface, as the old problems begin to reduce. Our approach plans in regular strategic reviews to fully appraise the programmes impact and any future requirements.