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.
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.
Want to know more? Then look back at the webinar of 30 January.This can be done via this link. Link
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. Lots of information. E-mail systems are not ideal to organize and store this information. A project looks a lot: not only one-on-one conversations and files, also ideas, reports and statistics are often part of a project. The lack of a central and ordered storage system can cause much ambiguity, delay and duplication of work. Your time as a project manager and employee is valuable, make sure this is used effectively!
2. Task Management
A drawback to emailing is that you don't get a standard update from the course of business. Unless someone specifically sends you an e-mail, or you ask the person on a regular basis, it is not clear what the task is. In addition, only the persons who actually receive the mail are kept informed, other team members can be quickly (unintentionally) 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 team you have to be well prepared for sudden change. In case of 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 clarity that a team needs in an emergency case. The use of a tool specifically created for projects provides good support for risks and uncertainty.
But what will become your best friend during projects? A system created specifically for projects is Microsoft Project. Ms Project has been one of the most important planning programs for the workplace for many years. There are currently three versions: 2010, 2013 and 2016. Learnit Training offers several courses , so you can quickly have general project management knowledge that you need to plan, manage and report projects.Link
Scrum is extremely popular within ICT companies. But the agile working method is also increasingly being implemented within other companies. For many companies, the system proves to be a good solution when developing software. But... There are also companies that are soon in their attempts to adopt scrum beaches. That is sin! Because if you implement scrum properly, the method ensures that many projects deliver results faster and in an easier and more enjoyable way.
Scrum in Brief
A popular software development method. That's scrum. From about 2009 the method became increasingly popular in the Netherlands. Based on a fixed role, processes and rituals, the team always delivers small pieces of software. Scrum is clear and everyone knows what is expected of him. That makes the method stable and strong.
What can go on...?
With scrum in itself, nothing is wrong. The problem is that many companies do not implement scrum properly. The resistance for change wins it at many employees. In addition, it suspends the implementation of the scrum system: the system is capable of performing the rituals and obeying the rules that belong to it. In addition, the role of the product owner is very much underestimated within many organizations. This has implications for communication with management and other stakeholders. And it delivers a lack of vision, even the stubbornness of man can make the system the DAS. After a number of sprints, your scrum team is not yet mature. If you nevertheless choose to adjust the scrum rules and fill in the roles at your own discretion, you saw the legs of the system...
More work fun and faster results
But there's good news: as described above, it doesn't have to go at all! If you pick up and apply scrum properly, you will benefit from all the benefits the method entails. Above all, We are looking at the stability of the working method. But also to the piece of fun that employees get when they are responsible for the delivery of small parts of the project as a team. Scrum makes teams an oiled machine. That makes for a fine work flow. And for a quicker result!
Teach yourself how to apply scrum?Jump over the pitfalls and learn how to apply scrum in the right way in your organization. Take part in one of our Scrum Training Link
How a manager leads a project depends surprisingly largely on his or her origins. Culture plays a major role in the approach of management and leadership. To give an example: In a country like China, every leader, whether it is from the country itself or from the local factory, is still not a saint. Hierarchy is everything and the questioning or critical approach of ' the ' leader is almost equal to requesting your dismissal. Turn this off against the increasingly emerging flexible management methods in the West and you begin to wonder how you can get these people to work together in a collaborative project.
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.
However, the cultural risks of changing project management methods are not to be underestimated. The Western culture is very focused on individualism and the power of the person. You have to make sure that you become happy, successful and succeed in your career and life. This is contrary to the cultures of most of the world's population, including the Dutch with a different cultural background. They assume the strength of the group, or the collective. Hierarchy and strong leadership play a much more important role in this. Each group needs a leader and this leadership is in principle not disputed either. For Asian workers, for example, it is quite normal for someone to decide what to do and how. The idea that they can decide for themselves how to do their work and to a certain extent also be critical and ask questions is not only strange, but often also not desirable. Not the interest of the person is paramount, but the result achieved as a group. Even if it is at the expense of him or herself.
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.
Do you want to grow further in Jerol as a project leader? Then our three-day training Project Leadership is something for you. During this training we devote attention to your personal leadership style. After all, your leadership must ensure that the project becomes a success. In This training you learn to convey ideas convincingly. This way you can inspire and motivate your team members. You learn to get the most out of people and recognize individual qualities. Attention is also paid to the contact with the client: how do you ensure that this is as effective as possible? After following the training you will know how to become the most important force in the team and stay!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 training Timemagement 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
Leah Kahraman, trainer, coach and advisor at the Communication & Management Department
Since 1980, project-based work has become increasingly important due to the increasing dynamism and complexity of society and the organisations themselves. Nowadays almost every job is called a project; Even cleaning up the filing cabinet is a project. I think it comes through the time spirit, project management is trendy. That every activity is called a project is clearly a trap ' the bells are heard, but do not know where the clapper hangs '.
You know the memory game of the past: ' I'm travelling and I'll take it.. '. The first player says, "I'm going to travel and I'll take it: a swimsuit". The second player repeats this and adds something. The third player repeats the word of player one and two and adds something, and so on. By means of a holiday planning I outline the choice of ways of working and the distinction.
Every year you go to the same destination via a fixed route, you take the goods with you and the budget is determined accurately by the years of experience. This is routine. If you routinely find ' boring ' and want more spontaneity and adventure, then you choose to improvise. Your global desire is ' where the sun is shining ', so you get in the car and drive. The course is regularly adjusted to the circumstances. New ideas arise during the trip. It is not good to prepare therefore you take different stuff with it and lots of money.
When you approach your holiday planning project, you have a more outlined goal (culture in France, alternating with relaxation). You first determine the functional requirements (castles and beach) and operational requirements (solar hours per month in the region and maximum distance). Then you will find out what choices are available for holiday destinations. You make a choice, determine the route and pick up the necessary stuff and leave. Minor changes are possible at any time of choice.
Project work is between routine and improvising: there is no guarantee that the predetermined result will be achieved by following established procedures, but there is sufficient experience in (type) equal situations to make a road Which is likely to bring the formulated objectives closer.
Within an organisation there are several ways to look at projects and project work. For example, building a house, designing and building is seen as a project in which the architect and the contractor work together. From the top the whole is seen as a project. Masons and carpenters work routinely. From the execution it is seen as routine.
It may also be that the parent organisation performs very regularly activities in the form of a project, for example in the case of renewal of products and research. From the top these activities are seen as routine. The executive researchers work on a project basis. Different layers can be judged on routine and project work.
' Something ' lends itself to a project if there is a comprehensive description of a demonstrable, desired end result beforehand. In addition, the specific effort comes to an end, after reaching the end result. Thirdly, there is a considerable degree of uncertainty as to the end result and/or the road.
When you are again instructed to be involved in a "project", it will stop at this foot light and make a conscious and critical assessment of whether it is an activity or whether it is actually a project. A project is a temporary work of a number of people – usually different disciplines – to achieve a predefined goal with a set budget.Link
In this blog I like to share my first experience with project work within my first project with you. At my former employer, the colleagues in the ' policy ' department were in charge of executing the projects and the colleagues of our department were within the projects project team members. Because there were no more hours available in the policy department to carry out a particular project, they proposed to the Director, the client in this, to nominate me to lead this project. The colleague from whom I got the project transferred, gave me a project management booklet. Full of enthusiasm, motivation and inspiration, I started to work energetically with this new challenge; After all, I had never done a project before.
After some time I found out in a painful way that you do not approach a project in a regular way, as you are used to doing your daily work or just doing it. One lid after the other on my nose. Everything that could go wrong went wrong: at the time during the execution of the project was asked whether the project could be presented for an important commission of the client, I said without enquiring to do full "YES!". Upon enquiry it turned out that the project team members had little to nothing what could be presented. The team members gave priority to their regular work.
Project work was done when one had time. Everyone worked part-time, appointments were not fulfilled and deadlines were not met. The client was not aware of the claims, interfered at the wrong moments with the project and did not take the right decision. During the project I have sighed more often, I have been frustrated and cursed my client and project team members.
In order not to lead to a loss of face during the presentation, I was responsible for the project, I have drawn everything to me days before the start and have cobbled the presentation together with the help of the communication officer. Astonishingly, the Commission was impressed by the project. What a relief, I have not fallen by the basket. Upon entering the office, the project team asked how it was gone. When they heard that the Commission was impressed, one project team member said, and proudly, "so! We did well! ". In My head i exploded ' WE?! ' ' WE!? '
What have I been angry with the client and the project team, to find out that this was unjustified and the realization got that the dramatic course of the project was entirely my own fault. Although the project was not satisfactory, I found projects and leading them very interesting. Tóén I have the Project management booklet, which untouched had stayed before and during the project, but once unfolded. While reading had in continuous ' aha moments ' and I found out what I have all failed to do.
To experience success, the project approach asks for a focus on one particular result, other areas remain outside the shot. In addition, all project stakeholders must have the right results in mind and keep it. When you create good conditions, the project takes other areas in the right direction in the wake.
Working in the project could be fun if the people involved were purposeful and practical, and they knew what they were doing and what needed to be done. When you collaborate intensively with each other, it creates a bond and a pleasant working atmosphere. The pleasant course of interaction with the environment, stakeholders, is motivating.
Project management is really a profession and requires a structured way of thinking and working. It is not only leadership, but also structuring. These skills are taught during our training project Management, which is an interactive way of preparing, organizing, structuring and managing a project. To further develop the skills you do by applying them in practice.Link
The workshop Project leadership is based on our eponymous training. The goal of the workshop is to teach the participants in an inspiring and dynamic way how to set up, structure and manage a project and to optimally use their personal leadership style in this process.
A workshop of Learnit allows you to combine the educational with the pleasant and is above all inspiring. The 3 to 4 hour meeting can easily be connected to social activities such as a company outing. The workshop is an ideal way to get the noses in the right direction within a team or organisation.
On the right side of this site you can register yourself, after which a trainer of Learnit contact you. With this trainer, you can discuss all relevant information: Amount of people, time and location and which topics in the workshop will be central. Below you can find the subjects to choose from. However, it is also possible to treat subjects from another training or workshop.Please note that additional charges are applicable for special circumstances, extra trainers and/or actors. Of course you will get an answer about the costs in advance.
A crucial factor for the success of (ICT) projects is good communication. By recognising the social dynamics in teams and paying extra attention to communication, as a project leader you can gain more control over the human factor and everything is better aligned with the stakeholders involved.
No one will deny that organisations are generally doing everything possible to make projects successful and complete. However, these measures often appear to be inadequate in practice. For example, project managers devote a lot of time and considerable resources to the planning and control protocols, but leave the social dynamics of the team aside. Do people have it to their liking? Do they communicate with each other? Do they find the task to be performed meaningful?
For a project manager it is crucial to understand (the lack of) motivation of the data subjects, to work with the project and the intended results, but also to know the associated obstacles. Here the importance of internal communication emerges. With internal communication, you organize interaction between the different communicators in a project or change, thus gaining insight into each other's motivations and obstacles. When you share these insights and are prepared to take these insights into account in the realization, a project can be made a success.
Learnit Training offers you training courses aimed at jóúw practice, where you get the basic methods and techniques to create structure in your projects and to lead the result and process. For the entire process and project staff we recommend our training project management , for leaders of projects The Training Project Leadership. With the new (communicative) insights you will be able to proactively send your projects and team and deliver on time within budget.Link
Unfortunately we are looking at the EK, a hard to digest chunk. Although the spirit is now out of course, we still have to go further. From September onwards, the Dutch team will be preparing for the World Cup, new rounds and new opportunities. How do you make sure you get the team back on the ride for that time and how do you reach a cover in the enthusiasm of the team? That is the challenge for the national coach. But it can also apply to your organization. For example, are there lagging performance or is the atmosphere in the team not good? Team building can improve the atmosphere in the group, as well as the performance that your team is putting down. Here are 7 tips to get a top performance as a team:
Do you not have enough of these tips and want to bet on a closer team that puts together a top performance? Then follow the Learnit training team Leadership. During the training we set up a team that achieved good results through a smooth collaboration and that 100 percent bet tone. For this team: the whole is more than the sum of the parts and the team members are proud to be involved in this team. Following this training, your communicative and organizational skills have been increased and your skills as a team leader have been improved. Besides being a team leader, you are also a team player who gets the best out of the group.
Do you have colleagues who also want to follow this training? Then there is the possibility to provide an advantageous group training at a location of your choice. Interested? Feel free to contact us!
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.