By having a unified curriculum, the weakest areas of project management can quickly to dealt with an improved as well. This specific area of best practices looks to accelerate and internalize the learning necessary for project managers to better understand user analysis for example (Little, 2011). The curriculum structure must be agile enough to take into account the specific learning needs of project managers, business analysts and contract managers yet rigid enough to ensure that user analysis and user requirements are well-understood and strengthened (Holzle, 2010). This doesn't have to be a dichotomy but can instead be complimentary and supported with effective individualized learning programs creating through scaffolding (Najjar, 2008).
A third best practice is the ability to create a collaborative, agile and customer-focused project management team that can flex across roles easily, sharing information, insight and intelligence (Lyso, Mjoen, Levin, 2011). Trust is an accelerator of organizational change. The greater the levels of knowledge sharing there are, the better the project management performance all predicated on higher levels of trust fueling high performance (Little, 2011). Training not only provides skills, it galvanizes project management teams to a common direction.
Conclusion
Human resources training in a project management environment is critically important for any multi-divisional, complex organization to succeed over time. The intent of this analysis has been to show through literature review what the most critical key success factors and best practices are for attaining high levels...
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