Project work can require the utmost of both manager and employee. The time pressure is often high, the resources are scarce and results are often sharply assessed on the basis of the targets set at the outset. Our project management trainings offer a blueprint for successful project work, in which performance and pleasure mutually complement and strengthen each other.
A crucial factor for the success of projects is good communication. Although emails are widely used in business, an e-mail system is not the best choice for communication during a project. Here are three reasons why you should opt for another tool during project management.
1. Central storage System
A project contains a lot of information. A lot of information. E-mail systems are not ideal for organising and storing this information. There is a lot involved in a project: not only one-to-one conversations and files, but also ideas, reports and statistics are often part of a project. The lack of a central and orderly storage system can cause a lot of confusion, delay and duplication of work. Your time as a project manager and employee is valuable, so make sure you use your time effectively!
2. Task Management
A disadvantage of e-mailing is that you don't get a standard update of the state of affairs. Unless someone specifically sends you an e-mail back or you ask the person in question on a regular basis, it is not clear how the tasks are progressing exactly. In addition, only the people who actually receive the e-mail are kept informed; other team members can easily (unintentionally) be excluded from the update.
By using an effective project management tool, all tasks are clearly displayed and monitored. The tasks can be described well and sorted by priority. This allows the project manager to easily track the status of the project, without sending an e-mail or requesting it personally.
A project goes hand in hand with risks and unpredictability. As a project manager and project team, you must be well prepared for sudden change. In case of an emergency, the project manager must be able to quickly find a suitable solution with the available resources. Unfortunately, e-mail systems do not provide the overview that a team needs in an emergency. The use of a tool specifically made for projects, on the other hand, offers good support in the face of risk and uncertainty.
But what will be your best friend during projects? One system made especially for projects is Microsoft Project. Ms Project has been one of the leading workplace planning programs for years. There are currently three versions: 2010, 2013 and 2016. Learnit Training offers various courses, so that you can quickly obtain the general project management knowledge you need to plan, manage and report on projects. Click on one of the years above for more information about Learnit's MS project training courses.Link
In the meantime, it is slowly becoming clear that we will mostly be working from home until at least mid-2021. This means that for the coming year a lot of online work activities will be planned. How can you best prepare yourself and your organisation for an online 2021? In this blog we will explain which training courses are the perfect fit for online work!
1. Search engine optimization (SEO). How do you ensure that you attract as many visitors as possible to your website? Search engine optimisation, also known as SEO, is the solution! Learnit offers a course in which not only the basic principles of search engine optimisation are shared with you, but in which you also work on your practical skills. For example, learn how to analyse and optimise your own website. This way, you can get the most out of your website and web traffic in 2021!
2. Online marketing. Developments on the Internet take place at a rapid pace. Online marketing is a theme that played an important role for many organizations last year, and it is expected that online marketing may play an even bigger role in 2021. Can your organization still learn a thing or two when it comes to online marketing? Then check out our new 7-day online marketing course. During this comprehensive course you will learn all the skills necessary to put your organization firmly on the (online) map. Topics that are covered during this course are: search engine optimization, Google Ads, Google Analytics, Facebook advertising, e-commerce, social media marketing and content marketing.
3. Power BI Basics. Now that we do not see or talk to each other physically anymore it can be difficult to communicate certain information to colleagues. Think about financial reports for example. For this kind of information it can be useful to use a visualization tool that allows you to easily show colleagues what is going on. One of the most popular visualisation tools is Power BI. Learnit offers a 2-day course Power BI, in which you learn to create effective management reports using your Excel data. In this way, you can use Power BI to create an interactive management dashboard, in which you can easily visualise and share data with your colleagues. Ideal for transferring information!
4. Agile Scrum Basics. Scrum is nothing else than an Agile framework, which stands for more effective and flexible work. The Agile way of working allows for working in self-managing teams, which is extremely useful for planning more complex projects. The focus of Scrum is on the communication within these projects, but also on the interaction between departments and towards customers. Now that online working is the order of the day, you see that many companies use this structured way of (online) working. Are you curious if working according to this style is something for your organisation? Then take a look at our Agile Scrum Basic training. During this training you will not only learn the theory around this method, also the skills that are involved play an important role. Did you know there is the possibility to take an official exam after the course, after which you can call yourself Scrum Master or Scrum Product Owner? Click on the training course or inquire about the possibilities.Link
Yes, the world is projecting: more and more organisations are working with projects. For you this means that having knowledge of how to prepare, set up and carry out a successful project is no longer an obligation, but a conditional investment in yourself.
The word project is used regularly, but is it really a project? Have the preconditions for making a success of it been met? And - last but not least - do you know enough about playing your role and involving and advising other stakeholders about their role?
Although projects are of all times, it strikes me that there is still room for improvement in many organisations. Projects are still starting without good business justification. A conscious focus on risk and benefits is still a neglected child in too many places; we spend money but do not pay much attention to the proceeds - and what threatens those proceeds.
The project game is also characterised by temporary working similarities between people in and between organisations. That does mean that you have to enter into and conclude this type of agreement. In recent years we have invested in more agile working. That offers focus and speed. The most important thing, however, is that you work well together. There is certainly still room for improvement in this area.
Another point of concern is the extent to which project-based work is anchored in organisations. In other words, how do we actually do projects here and do we have a common and supported answer to that question? A vague answer hides the fact that there is little substantial regulation on this point, which makes cooperation even more difficult.
In that projected world we see that changes are the order of the day. There is less and less room for the proverbial "autopilot". Learning to make it part of the work in projects in which we work on new, unknown issues seems an obvious solution, but then you have to dare to learn and dare to make this process a conscious part of the project life cycle.
PRINCE2 is a best management practice method that is continuously adapted to the changes in the project domain. Many people find PRINCE2 a tight straitjacket that no longer fits within today's projects. When I look at the seven principles and their translation into processes and themes, it becomes difficult to show that it's all old-fashioned and too heavy on the hand.
It strikes me that the people who show the most resistance to the method understand it the least. I think the method offers you a framework. She asks you questions and shows over and over again that successful projects are done by acting people. People who take responsibility, choose and take others along in the company that is called a project. If you look at PRINCE2 from this point of view, there is still plenty to experience and learn.
Would you like to know more? Take a look at the webinar of 30 January back to 2020.This can be done via this link. Link
Hoe een manager een project leidt hangt verrassend genoeg vooral af van zijn of haar afkomst. Cultuur speelt een grote rol in de benadering van management en leiderschap. Om een voorbeeld te geven: In een land als China is iedere leider, of het nu van het land zelf is of van de lokale fabriek, nog net geen heilige. Hiërarchie is alles en het in twijfel trekken of kritisch benaderen van ‘de’ leider staat bijna gelijk aan het aanvragen van je ontslag. Zet dit af tegen de steeds meer opkomende flexibele managementmethoden in het Westen en je begint je af te vragen hoe je deze mensen ooit in een gezamenlijk project kunt laten samenwerken.
In the west, including the Netherlands as well, the distance between the chef and the employee is job. In part this is due to reasons that are factually substantiated, but certainly also for a considerable part because of our Dutch ideological approach to how to deal with workers. The new Dutch management style is especially flexible and gives the employee a lot of responsibility to think himself and find a method to carry out his or her part of the project.
The manager is mainly there to motivate, coordinate and solve complex problems, for which the employees will come to the manager themselves. This works much better for the employee, because it uses a person's capacities optimally and also gives less workload. Both for the project manager and his employees. Less overview also means a greater risk of miscommunication and sometimes makes it more difficult for the project manager to keep a good overview. Especially for this, project management tools have been developed, such as Scrum, which are completely focused on working together towards a specific goal. Everyone has their own ' area ', but the manager can take control and see how far everyone is on the basis of the targets obtained and not yet achieved.
De culturele risico's van de veranderende projectmanagementmethodes zijn echter niet te onderschatten. De westerse cultuur is namelijk erg gericht op individualisme en het uitgaan van de kracht van de persoon. Je moet er zelf voor zorgen dat je gelukkig wordt, succesvol bent en slaagt in je carrière en leven. Dit staat haaks op de culturen van het grootste gedeelte van de wereldbevolking, inclusief Nederlanders met een andere culturele achtergrond. Zij gaan namelijk uit van de kracht van de groep, of het collectief. Hierbij speelt hiërarchie en sterk leiderschap een veel belangrijkere rol. Iedere groep heeft namelijk een leider nodig en dit leiderschap wordt in principe ook niet betwist. Voor Aziatische werknemers is het bijvoorbeeld heel normaal dat er iemand is die bepaalt wat hij of zij moet doen en ook hóe dit gebeurt. Het idee dat ze zelf mogen bepalen hoe ze hun werk doen en tot zekere hoogte ook kritisch mogen zijn en vragen mogen stellen is voor hen niet alleen vreemd, maar vaak ook niet gewenst. Niet het belang van de persoon staat voorop, maar het behaalde resultaat als een groep. Zelfs al gaat dat ten koste van hem of haarzelf.
Many project leaders who start working with a culturally mixed team will soon find out. Letting people collaborate interculturally in a project requires a completely different method and a very different type of project leader. The most important lesson is that you never have to underestimate the cultural aspects within project management. A good preparation, including a good project management training, is certainly half the work. Learn the culture of the people you get to know in a project first and find out that you can learn a lot from them.Link
Whether it's caring for structure, communicating clearly with your team or transferring a vision: Leaders of projects must be from many markets at home to lead their team to good results. Six important tips for today's project leaders.1. Determine the project goals.
Clear project objectives will determine the focus of your project: Therefore, be as specific as possible. By clearly formulating the project goals, you avoid having to deal with things too much.2. Ensure a clear vision.
A good project manager ensures clarity and inspires the rest of the team. A useful tool in creating clarity is by using visual means (diagram, graph or drawing). A clear vision ensures that all the noses are on the same side.3. Ensure clear communication.
To work successfully within projects, clear, open communication is essential. Be clear about the goals and the progress of the project. This ensures a greater commitment of everyone who works on the project (client, project leader, team members, line managers and users). In addition, it is important that everyone is aware of his or her responsibilities within the project. If the responsibilities are not clear, there is a likelihood that a project will be delayed. Good communication is therefore indispensable for a pleasant and effective cooperation.4. Take care of leadership.
In addition to setting up, structuring and mastering a project, leadership is giving the team members an important part of project leadership. Transfer project goals and ideas convincingly. This will inspire and motivate the team members. A positive attitude shows that you are committed to the project. Give the team members confidence by delegating certain things, for example.5. Care for structure.
A project can be complex and hectic. Structure is very important to keep the overview. Make use of a good folder structure that is accessible to the entire Project team and make a clear schedule using e.g. MS project.6. Evaluate the project.
Evaluation is a step that is regularly skipped, while it is an important learning moment. Make sure the whole team participates in the project assessment. What went well? What went less? What can we do better next time? Evaluation is needed at each milestone and not just at the end of the project. If not evaluated is the probability that a subsequent project will fail larger.
Wil je verder groeien in je rol als projectleider? Dan is onze driedaagse training Projectleiderschap iets voor jou. Tijdens deze training besteden we aandacht aan je persoonlijke leiderschapsstijl. Je leiderschap moet er immers voor zorgen dat je een project tot een succes kan maken. In deze training leer je ideeën overtuigend over te brengen. Zo kun je je teamleden enthousiasmeren en motiveren. Daarbij leer je het beste in mensen naar boven te halen en individuele kwaliteiten te herkennen. Ook wordt aandacht besteed aan het contact met de opdrachtgever; hoe zorg je er bijvoorbeeld voor dat dit zo effectief mogelijk verloopt? Na het volgen van deze training weet je hoe je de belangrijkste kracht in het team wordt en blijft!Link
Life is what happens to you, while you're busy making other plans. – John Lennon
The time slips but often through our fingers. However, we usually do not necessarily have to spend more time, because there are always 24 hours in one day. However, We would like to have more grip on our time. With these practical and direct practicable tips you will certainly succeed!
Tip 1. Take pause!
By getting away from your work, you can gain energy and increase your concentration capacity. Go outside or get coffee for yourself or your colleagues. Make a chat with someone over the weekend. In short: Get your head empty from work and relax, so you will have new energy to continue.
Tip 2. Make a schedule every day for 75% of your time
Write at the beginning of every day everything you need to do that day. Then create a schedule, where you don't plan 25% of your time. That way, with the 25%, you have a buffer for unforeseen work or emergency jobs that come through. At the end of the day you can check if everything is successful and you will see what needs to be shifted to tomorrow. It's even better to make the next day's schedule in the evening so you can get fresh on the next day.
Tip 3. Plan your day with blocks of doing-thinking-doing-thinking
We do not manage to do the same all day, with the same degree of concentration and enthusiasm. If you have a lot to think about, this is quite difficult. To better target your energy, the best work that requires a lot of thought can be alternating with more practical tasks. So start doing tasks, then think-tasks, then lunch, then do tasks again and end up with think-tasks.
The largest concentration peak lies with most humans around 11.00. Plan at that moment (or at a time that works best for you) so that troublesome brain teaser: a brainstorm, appraisal or writing a piece. Prior to your concentration peak, you better perform more practical work, such as getting your mailbox done or other administrative matters. After lunch comes the Energiedip. It is best not to plan any thought work. Then do some more practical things. At the end of the day you can plan some thought work again, because then your energy curve will go up again.
Tip 4. Prioritize and work more effectively using the Eisenhower diagram
When you organize your work and also make your planning, you first determine what is important and what is not. Then you decide what is urgent and what is not. That often sounds easier than it seems.
Important VS. Not important
A lot of people are involved in important tasks, or it is not or badly performing the tasks that have far-reaching consequences. These are the so-called main tasks, for example, in your job or job description. So ask yourself, per task, whether they belong to your core business or not. For example, less important tasks are keeping your records or ordering.
Urgent VS. Not urgent
What really needs to happen now and can't wait? Tasks and jobs with a deadline or certain appointments are not urgent at first. But over time they will be. You want to avoid tasks ' automatically ', over time, become urgent. In fact, you want to have as few tasks as possible. By making this dichotomy, you come to the following diagram:
Eisenhower, Commander-in-chief and later President of America, invented this model of priorities and said the following: urgent matters are rarely important and important matters are rarely urgent.
Tip 5. Make a list of time devourers
An overview of what distracts you, gives insight into what disrupts your work. By making an overview of time devourers and then linking an action, you are proactively engaged in time management. What many people, for example, distracts, are colleagues who stop by for a ' chat ', but then continue to chat for half an hour. The colleague in question often does not mind that it is not at that moment. That may not be known to anyone if he or she is not told. In that case, try to say in a friendly way that you do not come out now, for example: "I would like to hear more about your weekend to Rome, but I really need to get on with this mail." Or you can say, "I'm really busy, so I'm afraid I have to get through again." When you take this respectfully, you may expect this colleague to understand it. He or she has also experienced it himself.
Tip 6. Set SMART targets
What you want to achieve in the time you have must realize bear. It helps to make your goals (including projects, meetings and other conversations) SMART and concrete. A goal that SMART meets the following characteristics:
Even if a colleague asks you to do something or vice versa, it can help to make this as concrete as possible by making these outcomes SMART. Then you are sure that the expectations about the task are the same.
Tip 7. Make a long term planning: the glass jar and the large stones
If you only work from day to day, then the long-term projects-or plans will not be space. Just think of a big glass jar. If you want to fill it with large stones, the glass jar seems to be full soon, so there is still room for pebbles: The pot was not full! After the pebbles are in it, the glass jar appears to be full again until you try to sand it. Is the pot now finally full? No, because water can still be added! And then the glass jar is full.
The large stones can be seen as long-term projects, the pebbles for the medium-term jobs and the sand as Kortetermijnwerkzaamheden. The water stands for the ad-hoc between work, which often involves too much time. If you had first filled the glass jar with only sand or water, then the large stones would never have been appropriate. It is therefore important to take into account the size of the jobs and projects when making a long term planning. In this way, it is better to plan everything within the available time.
Tip 8. Handle the Kaasschaaf method
There are jobs and projects where you can see as a mountain beat that, simply because they look so big and insurmountable. Then the Kaasschaaf method offers a solution. Try to do a little bit of the job or the project at different times. Then how not to do everything at once.
By dividing something into more well-organized pieces and portions, the mountain or project is also smaller. Make sure that you also take care of these smaller pieces and portions of the time and plan it. If you do not, you will not overcome this mountain and will never be smaller.
Tip 9. Keep a log for a week
By keeping a log in which you distinguish between different types of work (such as administration, customer contact, contact colleagues, working on projects (s), etc.), you get an insight into where you can improve yourself. View this log critically and make choices that you want to spend more or less time on. Then include it in your schedule.
Tip 10. Communicate with others!
You do have a lot of influence on your time and the amount of work you need to do in that given time. Saying no is often tricky when someone with an urgent job is on your desk-you want to help those who do. You can only ask yourself at the expense of what? Are you really coming out, or is a later piece better? Please indicate this. The other knows where he or she is.
It is also important to realize that you do not have to do everything yourself. Others are also well able to help you out of the fire. The art of delegating is the release. Give the other clear explanations and also give the other confidence. The first time it will feel somewhat uncomfortable when you delegates something, but it gives you a long-term hope, including grip on your times. For more information, see the Training page of our two-day training Delegate.
Remember: Time management is self-management. So you is at the helm and not the clock.
Now follow a Timemanagement training at Learnit Training or get inspiration from the books below, which were also inspiration for this blog:
Time Management According to Covey -Stephen R. Covey, Rebecca R. Merrill & Rebecca Merrill
Effective Time Management -Ineke E. Kievit-Broeze
For the training Project management we make use of this book. With this book you will learn to work in a practical way.
In a project, a number of people with a limited amount of money work together temporarily to achieve a certain goal. Both in organisations and at colleges, work is increasingly being handled on a project basis. The purpose of the book is to provide individuals with little or no project experience theory and a set of practical tools to learn to work in project context.
The bestselling Project management is through the clear writing style and clear structure the book on this subject. The number of copies sold in this book has now passed the 200,000.
The English title of this book is critical Chain. This business novel looks at a project management process in a completely individual way. In an inspiring way, it describes how to complete projects in much less time and within the budget without sacrificing quality requirements or functionality.
This book offers you the possibility to get a creative idea through a project plan and a successful and professional event. Project management is characterised by the systematic and integral control of the development process, from the creative idea to the concrete product. Events such as exhibitions, conferences, art productions, festivals and corporate and sporting events attract a lot of attention. However, an initiative sometimes ends in a failure, because the budget is exceeded or deadlines are not met.
Besides a broad introduction in the field of project work, this book also provides insight into the process-based approach of PRINCE2, a generally applicable method suitable for both small and large projects. Besides the theory, many practical examples, cases and assignments are worked out in the book. New in this second, improved edition are two chapters on especially the ' soft ' side of project management. The PRINCE2 topics in this book are still very close to the exam specifications for the EXIN-exam PRINCE2 Foundation.
This book is interesting for everyone involved in a project and who wants to have an influence on the progress of the project. This book gives a complete picture of what is going to look when setting up and controlling a project.
PRINCE2 is a successful project management method with which you can accompany projects from the start to aftercare. ' The small PRINCE2 ' offers a comprehensive overview of this method. The book covers the entire lifecycle of a project.
This book is aimed at PRINCE2 Foundation.