Is the PMO a Training Centre?

Feb. 22, 2011 - PRLog -- To wit:

   * 75% are responsible for PM coaching and mentoring
   * 63% are responsible for PM training curriculum development and coordination
   * 58% are responsible for providing the training.
   * 54% have a training programme in place.
     

This is, according to the report, a major reason why PMOs are considered to have improved their capability and accountability compared to result of previous reports.

The type of training is mixed over the different stages of maturity of a PMO; a mature PMO provides less training on basic skills and the use of project management software, and more on advanced skills and leadership.

It would therefore be useful to continue to focus on training programmes for the project management community in the PMOs you are responsible for. Also, because a mere half of the PMO staff is PMP® and on average only 8 days per year are dedicated to project management training.

As PMOs become more and more responsible for project management training, they also are also going to be asked to give guidance as how to measure the business value of such training. Many PMOs are designing measurement programmes that can demonstrate the link between the gain in project management competency to business outcomes as time-to-market, saved opportunity costs related to the on-time delivery, etc. Only if data is available on performance of projects before and after the training effort, the result of these measurements will make sense.

The following model from Donald Kirkpatrick and Jack Phillips, can help to evaluate training. They suggest to measure at 5 levels:

   * Level 1: Reactions (the "smiley" sheet)
         o Did participants like the training they received?
   * Level 2: Learning
         o Are participants confident that they have learned something from the training programme?
   * Level 3: Behaviour/Application
         o Are participants able to apply what they learned in the training programme back on the job?
   * Level 4: Results/Business Impact
         o Did the training show improvement in efficiencies, productivity, profits, costs, reduced turnover?
   * Level 5: ROI
         o Did the training programme show a positive ROI?


The picture at the top of the page illustrates the above and comes from the publications.

The first 2 or 3 levels are relative easy to implement, if not already in operation. In trying to get to grips with level 4 and 5, when measuring the value of improved project management competency, is a project in itself.

Level 4 from the above model attempts to look at the business results that accrued because of the training. Kirkpatrick gives the following guidelines that can be useful to get started on this measurement:

   * Use a control group if practical
   * Allow time for results to be achieved
   * Measure both before and after the programme, if practical
   * Repeat the measurement at appropriate time
   * Consider costs versus benefits
   * Be satisfied with evidence if proof not possible


Level 5 from Phillips measures the dollar value impact of training. He provides the following guidelines:

   * Use a control group, if practical
   * Allow time for results to be achieved
   * Determine the direct costs of the training
   * Measure a productivity or performance before the training
   * Measure productivity or performance after the training
   * Measure the productivity or performance increase
   * Translate the increase into a dollar value benefit
   * Subtract the dollar value benefit from the cost of training
   * Calculate the ROI


Dr. Phillips has created an ROI Methodology™ that can help PMOs to measure the ROI on organisational learning. This methodology is illustrated at right and also is published by them.

As said, measuring the benefits of project management training is a project in itself. But if you cannot afford another project, just measuring the cycle time of projects and reduce that with a few percent, can demonstrate that the project management training has paid for itself.

And a very last point, as you prepare your 2011 budget, you can suggest a level 4 or level 5 project, as well as considering performing competency assessments to find out what the areas are where training is most needed.

Cornelis Vonk of ESI (on the Arras Project Management Training Directory @ http://www.arraspeople.co.uk/project-management-training-...) has taught project management and has assisted more than 300 candidates in their preparation for the Project Management Professional (PMP®) exam since 1998. In 2002,  the former programme manager and "change agent" for IT mergers with several leading corporations was the project manager of the 5th European Project Management Conference held in Cannes. Certified as a PMP®, Cornelius is a founding member of the France-Sud chapter. He received the PMI® 2002 Distinguished Contribution Award.

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