| There are essential key elements in project | | | | This should explain why the project should be |
| management training. There are methods that | | | | done. A business case should present to the top |
| one needs to learn and apply to make a project | | | | management the need for the project. This |
| successful. It is of significance that people who | | | | should clearly explain what will happen if the |
| undertake projects should have mentors who will | | | | project is not prioritized and what will happen if |
| guide them all throughout the span of the | | | | the project were successfully implemented. |
| undertaken projects, especially if these projects | | | | Next, the Team charter should present the |
| will help reduce the costs incurred by the | | | | Problem Statement. The problem should be clearly |
| company or improve its processes to streamline | | | | defined in this part. The pain point of the |
| methodologies currently applied. | | | | company and how it impacts the business should |
| The first key step in project management training | | | | be clearly stated. The costs and revenue loss |
| is to plan the scope of the project. Without | | | | should be shown here in a snapshot type of |
| adequate planning on the in scope and the out of | | | | calculation. Ideally, the cost or business revenue |
| scope of the project, one will simply be | | | | loss should be translated in a per annum figure |
| overwhelmed at how the certain problem can get | | | | since majority of businesses do an annual review |
| to a larger scale that will include other | | | | to check if the business did grow or not. |
| departments as well. One should take note that | | | | After the Problem Statement, project |
| the project at hand should only cover a major | | | | management training indicates that the participant |
| pain point or area that needs immediate attention. | | | | should learn how to come up with a Goal |
| The other problems related to this should not be | | | | Statement. This should clearly emphasize what it |
| at all entirely discarded but should be given less | | | | is that the team needs to achieve. The Goal |
| priority. During training, the trainer should put much | | | | Statement should have goals that are measurable |
| emphasis on the fact that projects should focus | | | | in nature such as price, percent, number, etc. |
| on the problems that are costing the company | | | | There is no point stating a goal that cannot be |
| the biggest, not in the reverse order. | | | | quantified. |
| Once the scope has been identified, a project | | | | Lastly, Operational Definition should be defined. |
| charter should be formulated. A project charter is | | | | This means there has to be clear and concise |
| also called a Team Charter. This term is used | | | | definition of what is being targeted and how a |
| mostly as a politically correct term since any | | | | defect is measured or identified. For example, any |
| project will involve a team. A Team charter | | | | product that has a blemish is a defect. |
| should contain elements that can be understood in | | | | After these things are learned, the participant can |
| a snapshot. Team Charters should only be | | | | move on to the actual project tactics or |
| high-level analysis. The details should come later at | | | | approaches. Team Charter is just a chunk of the |
| the details part of the project. | | | | big pie of project management training. |
| A Team Charter should have a business case. | | | | |