What to do when your company is confronted with the loss of senior management, or when a project or business is beyond the scope of your current management capabilities? When is it best to turn to “the pros from Dover”?

Management consultancy firms have been a traditional stop-gap method, but these can be much more costly – and not necessarily as efficient – as bringing in an interim manger or interim management team. An entire interim management profession has developed to fill the vacuum that is created when established firms are stymied for lack of key personnel, usually at a reduced cost from that of a consultancy and with a broader ability for the client to select the individual or individuals who will fill best the void in their organization.

The need for an interim management solution is clearest when the client company has a specific strategic or tactical project with focused goals and mandates but lacks the relevant managerial knowledge and proven skill to delver the project goals. Without such experience it is quite easy to get out of one’s depth, even with the backing of a consultancy which one must then, in effect, manage to ensure that goals are kept on track.

The management level gaps that create the need to procure interim management services need not necessarily be systemic. The need to hire an interim manager for a fixed term can arise from the promotion of key executives out of a sensitive position, secondment of key management personnel to other business divisions or to government, restructuring, resignations, maternity or health-related leaves, or even special projects or peak activity levels that merely stretch existing management beyond immediate capacities. The ability to quickly and efficiently fill key management positions with an experienced interim manger means that opportunities and/or project management momentum need not be lost while an extensive search for permanent replacement personnel is undertaken.

Interim managers can and are being used in a broad range of business situations – whether for straightforward project management, to manage outsourcing, participate in and lead merger and acquisition initiatives, undertake and lead due diligence teams, or to lead corporate restructuring or reorganization efforts, interim managers can be handpicked to deliver a wealth of business experience that the client firm either does not possess or cannot allocate to a specific project.

With a simpler – and most often more affordable – structure than retaining the services of an outside management consultancy, the client firm gains the benefit of a limited contract with a specific individual (or individuals) which allows them to focus on obtaining the interim manager with the relevant experience and abilities that best suit the task at hand. Interim managers tend to come from numerous business backgrounds, and the breadth of experience that they have in key industries and across industries equip them with valuable perspectives that are in some instances keener than management personnel that have been with an individual firm for an extended tenure. Having been “outside the box” – they may have a greater capacity to foresee both unrecognized problems and opportunities

The key advantage of bringing interim management personnel into an organization to fill interim management gaps is that they are quickly able to get up to speed with their wealth and breadth of business knowledge and experience. Moreover, as the priorities and time pressures created by a management shortage begin to fade, the interim manager’s experience, both on-the-job and across industries, will allow him or her to play a valuable role in hiring a replacement and mentoring the team that will carry on the day-to-day management of ongoing projects once permanent managers are hired and established.

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Introduction 

The title of project manager (PM) is used to mean different things in different companies.  Fortunately there is a standards body called the Project Management Institute which provides excellent guidance around the role and function of a project manager.  

Some will disagree, but I don’t care if your project manager is PMI certified or not.  You need to care about having a project manager with the skill to carry out the role as the Institute defines it.  It’s your change management strategy, and it’s your reputation on the line. 

Finding a Project Manager 

Do you need a certified Project Management Professional (PMP)?  As I said above, I don’t care.  There are newly certified PMP’s who have taken their tests and gotten the certification, but they may not be battle tested.  There are veteran project managers who never got the fancy title, but they know how to manage projects.  And there is everything in between.  The track record is what you need to care about. 

Do you have a strong PM on your team now?  Is that person well respected, perhaps a key opinion leader in your organization?  Do they treat project management as a profession?  Then by all means use them.   

If, on the other hand, project manager has been a title used by junior, untrained people who walk around with a task list and a clip board, it’s time to bring on stronger talent. 

Your fastest route to a proven project manager will be a contract hire, either from a reputable firm or an independent.  There are many good ones out there.  Get and check references, and interview at least three.  Let your key opinion leaders and managers interview them as well.  Look for their track record and for good chemistry. 

Set the Project Manager Up for Success 

Simply put, everyone needs to understand that the project manager is your alter ego.  Everyone includes you. 

Your managers and project leaders must understand that they are accountable to the PM for providing all of their tasks, their dependencies on other tasks and other work units, their schedule commitments, and their resource requirements. 

They need to understand that the PM will review all of their information and look for problems.  These could include missed tasks, schedule inconsistencies, resource overloads, etc.  Often managers will tell the PM that they can handle some of these problems, by working people longer hours or by overlapping some tasks “by a day or two”.  A good project manager is going to challenge such claims, and you’ll need to stand behind the PM. 

The PM is going to hold everyone accountable for milestone deliverables.  In most projects, especially those that are complex, milestones are missed and contingency plans must be activated.  Again, you as the leader need to support the PM as they hold people accountable. 

Handling Conflicts 

It’s entirely possible that the PM will have conflicts with managers, team leads or others in the organization.  Make it safe for people to discuss and bring up such conflicts.  Just because the PM is your alter ego doesn’t make them right — any more than you are always right.  

Engage your key opinion leaders along with the project manager and others.  Find out the facts contributing to the conflict, and make the decisions necessary to get the change management strategy back on track. 

Change management strategies that fail often do so because of poor project management.  Don’t let that happen to you.

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By: Dominic Mazzone, Managing Partner, Regent Global Funds

We hear it all the time. “Put your money where your mouth is,” “Skin in the game,” and, “Eat your own dog food.” All phrases that talk about the one thing in the investing world that many fund managers try to avoid. Accountability. When you hear the word accountability these days it usually refers to CEO’s that are on their way to jail, or Club Fed as the locals like to call it. Accountability is, however, now starting to creep into the vernacular of investors who wonder whether or not the person that is supposed to be managing their investment believes in it enough to put his own money into it. A recent Morningstar study of approximately 6,000 fund issues showed that 46% of the stock funds reviewed were managed by fund managers with none of their personal money invested in their own funds. Think about that in realistic terms. You have about a 50/50 shot that the person you are trusting to protect and grow your investment doesn’t trust himself to protect and grow his own investment. That is not only a serious problem of accountability, but what about performance? During my formidable years at USC, I took a Business Development class that was being taught by a former Controller of General Motors (I don’t remember his name and it was during the cheap gas good times at GM). He devoted an entire semester to what he felt was the one thing that made people perform at their best. Motivation. Motivation derived from doing well in the eyes of others is a pretty good source, but it’s nothing compared to the personal motivation derived from something like the well being of your own investment account. Some of the arguments we may hear from fund managers are that the types of investments that they manage don’t fit well in their portfolio because of variables like age, risk tolerance, etc. This argument could be made for fund managers in their 30’s and 40’s that don’t invest 30% of their portfolio into the super conservative fixed income fund they are managing like a bond fund, but there is really no excuse for investing zero.

I have seen a few articles on this subject lately and I thought investors would like to hear about this from a fund manager’s perspective. Being a fund manager myself I can tell you that it is personally stressful for me every time we make a decision that will affect the fund and the investor money we are using. I think any fund manager that doesn’t feel this way is either too detached or on prescription medication. Besides the stress of investing someone else’s money, the thought that also goes through my mind like a hammer is how much money I will lose personally if the investment goes bad. This thought is present for the simple reason that I am heavily invested in our fund and any bad decision will affect me personally. I don’t have the option of having a deal go bad, and say “Well Mr. Investor, we’ll try harder for you next time and I am sure glad it wasn’t my own money that was lost.” I think this kind of accountability is the last and most important check in a system of checks and balances that lead a fund manager to a prudent decision.

The other large problem associated with fund managers and their investors is the lack of accessibility to the fund manager. Now I can totally understand how fund managers of large multi-billion dollar funds can’t speak to the multitude of people investing in them. However, I think the comfort level associated with being able to pick up the phone and speak with your fund manager is absolutely irreplaceable. I say this not only so you can ask questions about your investment or get their perspective on the market, but more importantly to get an overall feel of the type of person that is investing your money. So I think we can all agree about the benefits of speaking with your fund manager, but with accessibility there is a flip-side check in the check and balance system. If the fund manager knows you, there is a feeling of personal responsibility that is created, and that responsibility helps create some caution when he is investing your money.

I realize that we live in a virtual world, but some of the age old principles in life need to still apply. Being personally tied to a result creates the motivation for good performance, so make sure your fund manager is personally invested. Lastly, there is still an awful lot you can learn about someone in a five minute conversation. If you have the option, call your fund manager, or prospective fund manager, and talk to him about his investment philosophy and just try to get an overall sense of him/her as a person. The same five minutes wasted while waiting for your computer to boot up, could be five minutes with your fund manager that, in the end, can make or save you an awful lot of money. So stop reading and start calling and find out who is managing your money.

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Professional Project Management is becoming more pervasive. Like “electrification” occurred during the era of proliferation of electricity, “projectization” is occurring throughout the workforce and organizations. Most of the emphasis I have seen is on professional project management. However, most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, C-level executives, and the like. This article explores what is being said about this broader workforce in a projectized world.

The essential question is, “What knowledge level about project management do non-project managers need to have in order to function effectively on professionally managed projects?” One parallel situation over the past 25 years has been the proliferation of computers. Virtually everyone in the work force has needed to acquire at least a user-level knowledge of computers and a variety of software packages. This has included understanding the basics of Windows and MS Office, competence in using the internet, and the ability to use a variety of applications. Similarly, a basic level of knowledge is required to function effectively in a projectized world. Here are 5 key areas of focus for non-project managers to be effective in the world of projects:

1. A project has a beginning and an end, with smaller beginnings and ends in between. – Understanding the anatomy of a project can help to distinguish between other things that actually are not projects, but may be termed such. This will put a non-project manager onto the same page conceptually as a professional project manager.

2. Understand the difference between the plan for a product and the plan for a project. – This is one of the most common misconceptions. This often occurs for those with deep technical abilities, which often makes workers more “product centric”. They mistakenly think that a clear description of the product, whether written, in drawings, or some other representation is enough. The problem is that there are many issues and challenges surrounding that product that are in the realm of “project management”, not “product management”.

3. See that all projects need to be, at some level, an implementation related to the overall objectives of the organization. – Everyone in an organization should have a pretty good, albeit general, idea of where the organization is going. If that is not true, it may be a failing of upper management as often as an employee or associate. What is important here is that, given the assumption that the individual understands in general terms the overall objective, directives, and current initiatives of the organization, that they have the basic sense to ask and seek to understand how the project aligns with those objectives.

4. Recognize that projects are budgeted in terms of time, money, and resources, and that they need to achieve objectives within constraints on these resources. – This is a basic fact of life, and scarcity as a concept is one of the foundations of economics. A mature awareness of this fact should spawn a curiosity and awareness that there are constraints on all projects, and should encourage questioning on the part of any team member about the constraints on their given projects. Awareness of project constraints on the part of team members is a healthy development for any project manager.

5. Understand what a stakeholder is. – Stakeholders are anyone who is affected by the project. Recognizing that there are many potential stakeholders will raise awareness of risks and opportunities. Stakeholder awareness should become second nature to project managers and non-project managers alike as part of a projectized culture.

Competence in understanding and incorporating the above into day-to-day activities can bring project skill “ownership” to non-project managers such that they are very effective on most projects. In fact, they will likely be able to manage portions of projects or small projects on their own.

There are many other topics that can be of interest to everyone in the organization. In the process of becoming “projectized”, an organization needs to continuously educate everyone in the organization. The indoctrination of everyone in the basic essentials of project management is part of that. The results will be more successful projects, smoother functioning teams, and alignment across the organization within the important function of managing projects.

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Operations management, in essence, is the management of production and services with the overall goal of quality performance. Operations managers are constantly thinking about how they can optimize work flow and resource utilization. A better flow of operations means less cost, increased productivity, and more time to focus on customer needs and planning new projects.

There are many operations management articles on the web available to managers to help them improve and refine their business practices. Here are some crucial business areas that operations management articles focus on.

Procurement

Choosing your vendors is an important part of the operations management process because if your suppliers are unreliable, this can cause major delays in your supply chain. There are many operations management articles online that can help you choose your vendors properly to ensure that you receive your consignments on time, at right place, and at the right price.

Manpower

Some operations management articles expound on manpower management. Particularly for large operations, this can be a daunting task. Delegating tasks according to skill level and experience, evaluation, compensation, designing safely policies, and composing a good working atmosphere are just some of the responsibilities of the operations manager.

Production

This aspect of operations management involves decisions on how to utilize your resources efficiently. Production strategy can vary depending on market conditions, and your supply chain can be producing more of one product at one point and more of another product at another point.

Operations management quality control
Learn how to ensure that your company makes no compromises on quality of products and services. Researching on up-to-date operations management articles will help you keep up with the latest in quality standards and quality management techniques. This way you can always compare and contrast your own products and services to what else is out in the market.

Inventory

Managing your inventory properly will increase efficiency and ensure that you are optimizing your resources. Many operations management articles have been written on how to decide on what is a proper base stock which can meet fluctuation in demand. Knowing how to build your inventory level optimally as your company grows is also a valuable skill.

Logistics and transportation

Designing an effective logistics and transportation management strategy is critical in order to ensure that your materials are available at the best price and delivered on time and at the right place. Numerous operations management articles have been written solely on this subject.

Facilities management

Operations managers must also be housekeepers. They need to make sure that all equipment is maintained well and working optimally, and that the premises are well lit and well kept. This will help foster a productive and healthy working environment.

By reading up regularly on these important topics and other aspects of operations management, operations managers can always ensure that they are running an up-to-trend working environment and following the latest practices and procedures. More operations management articles on these topics can be readily found on any operations management website.

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A management course Dublin may just be what you need if you want to become an effective manager and leader of your team. You have wide variety of choices that you can simply pick, depending on what you want to achieve after participating in a management course Dublin.

Why You Need to Join a Management Course Dublin

Virtues that will lead you to become efficient leaders of the pack are not innate. If they are, they need to be cultivated properly and exploited to their maximum potential. With this, you need to attend courses that will basically allow you to get out of your shell and find your way toward success. The management course Dublin aims to combine knowledge and first-hand experience—two things that will eventually make you better persons after every program.

Kinds of Dublin Management Courses

Depending on what you want to learn or hone, you can choose among a wide variety of management course selections. To give you a glimpse, here are some of them:

1. Supervisory Management. This management course Dublin is intended for those who are labeled as supervisors or individuals who are in charge and accountable of their subordinates. The job of a supervisor is no easy feat. He/she needs to possess critical thinking, patience, multitasking abilities, and effectiveness in resolving conflicts. The workshop will basically teach him/her how to handle the pressures and responsibilities that are associated with the job. During the two-day course training, he/she will learn different kinds of motivation techniques as well as identify potential motivation problems. He/she will also acquire the proper skills in appraising and reprimanding a staff, setting objectives and goals of the department, and planning and organizing the activities of the organization.

2. Project Management Course. This management course Dublin is ideal for planners and organizers in the organization. It is their responsibility to not only identify fundamental projects within the company, but they are also in charge in monitoring their progress. A project management course will usually run for three days. This is so you can cover two essential points: acquiring people skills and determining and establishing techniques that will allow you to better plan and organize every milestone of the organization. He/she will also be able to work on tools that will help him/her decide the order of completion of every project. This management course Dublin will help you work on Gantt charts and some project management computer software.

Getting a Certificate in Management Course

If there’s one thing you need to aspire when you’re enrolled in a management course Dublin, it will be getting a certificate. This should be accredited by recognized educational and management institutions. A certificate in management course means that you have actually gone through rigorous management training in Dublin and that you’re now prepared to face your duties to your team and to your company. You already have acquired in-depth knowledge and experience when it comes to effective management. Usually, this management course in Dublin covers a lot of important areas, such as human behavior, different management processes, management skills, human resource management, teamwork, and performance management.

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Copyright (c) 2008 Shona Garner

There’s much emphasis these days on leadership kills. Almost every organisation talks of the need to develop these; and almost every manager or aspiring manager is encouraged to develop them. But in the race to invest often huge sums of money and time into leadership development programmes, have we forgotten or somehow demeaned the critical skills of managing others?

My colleagues and I spend a lot of time coaching, either 1-2-1 or in workshops, in a variety of public and private organisations, across all types of industries, and there are some issues which come up over and over again. Our experiences, and recent, large-scale studies show:

- Over 70% of people leave jobs because of relationship issues, and most of those are with their immediate supervisor. – Managers typically lose 25% of their day to unnecessary conflict, argument and misunderstanding. – Two thirds of staff feel undervalued at work. – Managers are one of the greatest sources of stress at work.

What does this actually mean for you and your organisation?

In a company of 100 managers, and an average salary of £40,000 per annum per manager, then the cost to the company will be £1,000,000 per annum – and that’s not counting the higher staff turnover costs, missed opportunities, absenteeism, low morale and poor teamwork!

And, for the manager themselves, they lose confidence, feel frustrated, and risk their reputation.Somewhere, in the midst of this concern for developing leadership skills, are we neglecting the need to ensure managers know how to manage?

You see, we believe leadership is about “looking out”. It’s about market awareness, about vision, and about strategy. Its vital for the organisation – but do we need every manager to focus on and prioritise leadership skills? Management is about “looking in”. It’s about managing the resources you have to best effect, in order to hit the targets set by the vision.

And the most important and expensive resource you have as a manager is your people. The manager who gets his/her people management right, will improve the bottom line for their company, as well as their own credibility.

The 80 – 20 rule? In our opinion, an organisation encouraging managers to focus on leadership is taking too many eyes off delivery – too much of the time. For very senior managers, MD and CEO level, spending 80% of the time on “looking out” is not only sensible, it is critical.

But for managers, perhaps the focus should be reversed? Managers should focus 80% of their time on “looking in” – on customer satisfaction, on delivery, and on engaging and motivating their staff so they are solution focused, productive and, dare I say it, happy.

And this is not fluffy bunny land! Happy staff – are engaged staff. Engaged staff are more productive, more willing, more open to change, more creative, more focused, more reliable and more flexible.

It’s my bet you have managers in your organisation who consistently produce exceptional results. You’ll also have those whose teams seem to consistently underperform, who take up HR time because of conflict situations, and where performance surveys consistently reveal dissatisfaction, both internally and externally with customers.

Perhaps we should redress the balance a little? Perhaps we should be ensuring we are adequately equipping our managers with the techniques, the tools and the tactics to ensure they really understand how to get the best out of people; how to not just manage conflict, but pre-empt it, how to develop and coach others to greater performance, and how to encourage their staff to become involved, committed and enthusiastic about the hours they spend in the office or in their role.

A 10% increase in staff engagement will rocket your results – and the beauty of it is, it’s an almost infinite resource. No other resource you have has as much potential to help you achieve better results. Ensuring managers know how to tap it is the key to releasing this extra potential.

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I used to think I knew everything there was about project management, well that was until I was put on a project management course. I had always known that project management is “a set of well-defined methods and techniques for managing a team of people to accomplish a series of work tasks within a well-defined schedule and budget.” However, I was missing out on a lot of nuances within the subject, and this was highlighted to me as soon as I started the course.

I had thought project management was a new concept but I was surprised to learn that it has been a field of study for many years. Project management came about from different areas of application including construction, engineering and defense. In the USA, the pioneer thinker who saw the need for a formal system of management to deal with the complexities of project management was Henry Gantt. He is known as the father of planning and control techniques. His most famous work, known as the Gantt chart, is used as a project management tool in today’s workplace. In 1969, the Project Management Institute was formed to provide and upkeep the interest of the project management industry.

Throughout the course we covered various aspects of project management: first of all we looked at a project and how the successful completion of a project is directly related to the achievement of definite project goals and objectives. Then we looked at what constituted project goals and objectives.

The role of a project manager was highlighted and this has made me look at my project manager in a new light. I had always presumed our projects were a success because they were easy. I never realised how much work our project manager had to do to make them a success, for example: he has to attain all the project goals and objectives while working within a framework that is formed by three constraints: scope, time and budget, and frequently there is a fourth constraint – quality. Another challenge is to optimally allocate and integrate the required inputs that are essential to meet the objectives of the project. Wow! And that is only the tip of the iceberg of what a project manager does.

A project manager also has to be able to function under pressure, and to help with project management there are project management software options. The software has many types of modules such as scheduling, cost control and budget management, etc. The software allows an automated response to tackle the complexities of challenging projects and they have been designed to make the role of the project manager a little easier. We were shown some of the software packages and we were encouraged to try them to give us an additional insight into the role of the project manager.

After we had finished with the software, we looked at the different activities within project management and then the activities were broken down so we could clearly understand each point. For example we looked at: analysis of goals and objectives; assessing and managing risk; the allotment of tasks; estimating resource requirements; quality management; and last but not least, forecasting future needs.

Another important aspect of the course was highlighting the importance of teamwork within project management. A project manager has to be able to function under pressure, and to help control/reduce the pressure, a strong, committed team working with the project manager can significantly improve the success rate of a project, which will reflect well on the company/business.

I must admit, I hadn’t been looking forward to attending the course, but not only has the course opened my eyes to the subject of project management, it also looks good on my CV.

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Robert Kiyosaki likes real estate investing is because real estate touches each part of his financial statement.  Starting with his best-selling book Rich Dad Poor Dad and continued in many of his subsequent books, Robert explains how real estate gives cash flow to his income statement and on the expense side of the income statement he’s able to deduct the property’s depreciation as an expense. 

When seen from the balance sheet, he’s able to gain appreciation on the asset side and the leverage provided by the bank rounds out the liability side of the balance sheet.      

Through a property management company you can also access the four parts of the financial statement.  Here’s how:

Balance Sheet:  Asset-side

Every property producing monthly rent is an asset.  It is possible to sell the rights to manage the property to another property manager for a lump sum of money. 

Balance Sheet:  Liability-side

Robert uses his banker’s money aka leverage in order to purchase a large property with only a small percentage as a down payment.  When the property goes up in value he is able to keep the entire appreciation amount without having to share it with the bank.  He can use leverage and still get the benefit of 100% of the appreciation.

In the property management business, leverage is achieved through controlling the income of a property.  A property that is producing $500/month in rent gives a property manager $50 in income.  If the property manager feels that $500 is too low for the area, the manager can increase the rents by 10% to  $550 and the management company’s income will go up 10% accordingly.  How many companies can increase their income by 10% without a causing uproar among its clients?

Income Statement:  Income Column

As a property manager, you take your 10% management fee directly off the top after the rents have been collected.  Here again, if the manager feels that rents are too low, the manager simply raises the rent and increases the income to both the manager and the property owner.  It’s win-win!

Income Statement:  Expense Column

While Robert Kiyosaki is able to depreciate the building as an expense, a property manager cannot take this tax advantage because a property manager doesn’t own the building-the owner does, however, a property manager is able to make money off the expenses incurred by the owner of the property. 

Let’s say that a tenant calls to say that the plumbing underneath the sink is leaking.  The property manager sends out his repairman to fix the leak.  The repairman sends a bill to the property manager for the $12.00 plumbing parts plus $30.00 for his hourly rate. 

The property manager now marks up the bill by lets say $10.00 and now charges the property owner $12.00 for the parts and $40.00 for the repair time.  The $10.00 is for the property manager’s orchestration of taking the call from the tenant and sending out the repairman.

Now multiply this scenario by the management of 200 properties and you’ll find that expense mark-up is a significant source of a property manager’s income.  

As you can see real estate allows an investor to utilize all four parts of a financial statement.  As a property manager, you can piggyback on the owner’s shoulders and receive some of the same benefits of cash flow and leverage and you can actually profit from the property in ways an investor cannot i.e. expense mark-up. 

And here’s the best part and the prime example of a property manager’s ultimate leverage:  the manager isn’t responsible to the bank for making the payments on the mortgage.  The owner is responsible!  The property manager is able to make money off the property without being personally responsible to the bank for the asset that creates all the money in the first place. 

What a concept!

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As the need for project management courses is becoming more and more prevalent, quite a number of courses with more up-to-date training are being offered. Global Knowledge, the leader in information technology instruction, for example, has recently opened project management courses that feature Microsoft Office Project product training. These courses are expected to provide managers with the project management knowledge they need to compete in this IT-driven industry.

About Global Knowledge

Global Knowledge, the company offering the new Microsoft project management courses, offers its IT courses via training centers, the Web, and private venues. Having a variety of learning environment choices has allowed Global Knowledge to give its customers to freedom to choose when and where they want to learn.

The company currently offers more than 700 courses on a wide variety of topics. Global Knowledge has courses on subjects like IT security, Oracle, networking, and Cisco. Global Knowledge is based in North Carolina, but has training centers in countries all over the world, from the US to France to Singapore.

About Microsoft Office Project products

Microsoft’s project management applications, Microsoft Office Project and Microsoft Office Project Server, are a part of the Microsoft Office Enterprise Project Management software solution. Microsoft Office Project has been touted as top-of-the-line project management software. It is used to assist managers in creating project plans, managing resources, and keeping track of project progress. Microsoft Office Project Server allows project teams to collaborate on project plans and effectively manage their work.

All about the courses

The new project management courses being offered by Global Knowledge are called “Managing Projects with Microsoft Office Project 2007” and “Managing Projects with Microsoft Office Project Server 2007.” Each course lasts four days and has a total load of 40 Professional Development Units (PDUs). The project management courses are also offered over a three-day period, with a total load of 18 PDUs.

Upon completing each project management course, students can earn Microsoft certification. In the Managing Projects with Microsoft Office Project 2007 course, students receive Microsoft Certified Technology Specialist certification for Managing Projects with Microsoft Office Project 2007 upon passing the exam. Certification for Enterprise Product Management with Microsoft Office Project Server 2007 can be attained by passing the Managing Projects with Microsoft Office Project Server 2007 boot camp. These two certifications that can be acquired through Global Management’s new project management courses have been approved by the Project Management Institute.

In these project management courses, students will learn how to go through all of the project management steps – initiating, planning, executing, monitoring, controlling, and closing – and use Microsoft Office Project 2007 and Microsoft Office Project Server 2007 to facilitate the entire process. More specifically, the courses will teach concepts such as how to create and define project goals, how to make accurate project estimations, and how to generate useful project reports. The project management courses involve a wide range of activities, including hands-on exercises and skills training. Students are also given sample tests and drills to prepare them for the certification exams.

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