How can the benefits of PM training programs be improved?
By: Michel Thiry
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Material type: 
ArticlePublisher: Nijkerk : Elsevier, 2004International Journal of Project Management 22, 2, p. 13-18Abstract: This paper exposes a number of shortcomings of project management (PM) training programs and puts forward propositions to avoid them. It is grounded in more than 25 years of personal experience with projects and 5 years of implementing PM training programs and draws on a recent research project and the conclusions obtained. The main conclusion of the research is that organizations implement PM training programs for two major reasons: in reaction to specific triggers, like customer feedback, or reduction of share value; or as part of a wide-ranging organizational change program, like a shift from functional to projectized structure
This paper exposes a number of shortcomings of project management (PM) training programs and puts forward propositions to avoid them. It is grounded in more than 25 years of personal experience with projects and 5 years of implementing PM training programs and draws on a recent research project and the conclusions obtained. The main conclusion of the research is that organizations implement PM training programs for two major reasons: in reaction to specific triggers, like customer feedback, or reduction of share value; or as part of a wide-ranging organizational change program, like a shift from functional to projectized structure
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