How to Make the Most of This Workbook


This book can serve as ‚“training in a box ‚½ if you would like to use the ready-made training programs it presents . You ‚ ll find lesson plans, complete with suggested timings, handouts, PowerPoint slides, and instructions for activities for three project management training programs:

  • Project Management Overview (half-day session, chapter 7)

  • Project Management Jump-Start (full-day session, chapter 8)

  • Project Management Essentials (two-day session, chapter 9)

Many of you will prefer to mix and match exercises and materials to meet specific training needs and schedules. The materials in the book and on the CD should make this relatively painless, because you ‚ ll find their designs simple enough to be customizable without undoing a great many fancy fonts or color schemes.

Here is a suggested approach to get the most out of the book:

  • Skim the book. Take a few minutes to thumb through the entire book, noting the ‚“What ‚ s in This Chapter? ‚½ section at the beginning of every chapter and familiarizing yourself with the overall organization of the chapters and where you ‚ ll find handouts, training instruments, and other artifacts used in the courses.

  • Read chapter 2, ‚“Project Management for Everyone. ‚½ This chapter continues the discussion started in chapter 1 and provides a philosophical basis for conducting project management training within your organization.

  • Read chapter 3, ‚“Getting a Reading on Your Project Management Training Needs, ‚½ for some suggestions on how to assess the most pressing project management training needs. This chapter will help you develop both short-term and long- term project management strategies and partner with internal project management leaders to provide training that reflects current best practices within your organization.

  • Read chapters 4 through 6 to get an overview of the three remaining steps in preparing to deliver project management training. Chapter 4 addresses the design of your training for diverse audiences with differing levels of expectation, time availability, and motivation. Chapter 5 is about facilitation techniques for both standup training and various ‚“virtual ‚½ approaches. Chapter 6 suggests some realistic methods of evaluating your training to ensure continuous improvement.

  • Read chapters 7 through 9, to view three more or less complete training courses you can use as the starting point for creating your program. Each of these chapters will refer you to learning modules (chapter 10), learning activities (chapter 11), and project management tools (chapter 12) that make up each of the four courses.

  • Customize your training as needed. Once you ‚ ve worked through the book, you ‚ ll be ready to decide how much or how little you want to tailor the materials to create your own training courses. You may wish to ‚“brand ‚½ your version of the materials to customize your training by adding your company logo or substituting your own forms and terms where necessary. However, be sure to review the appendix regarding the adaptation of copyrighted materials.

  • Run your training. You may want to start with a small pilot program to fine-tune your courses. Evaluate the pilot and be prepared to make adaptations as needed to stay on track.

  • Have fun! Project management training can be one of the most enjoyable experiences a trainer can have. Project management training almost always turns on a good many ‚“light bulbs ‚½ for participants even in a short course. The courses outlined here provide plenty of interaction and almost always enough ‚“Aha! ‚½ experiences to keep your students engaged and enlightened.




Project Management Training
Project Management Training (ASTD Trainers Workshop)
ISBN: 1562863649
EAN: 2147483647
Year: 2004
Pages: 111

flylib.com © 2008-2017.
If you may any questions please contact us: flylib@qtcs.net