projectmanuk
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Simon Buehring is a project manager, consultant and trainer. He works for KnowledgeTrain which offers project management courses and PRINCE2 training in the UK and overseas. Simon has extensive experience within the IT industry in the UK and Asia. He can be contacted via the KnowledgeTrain PRINCE2 courses website.
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hen you are qualified as an Approved PRINCE2 Trainer, sponsored by an Accredited Training Organisation, you can offer accredited PRINCE2 training to individuals aiming to improve their project management skills with this tried-and-tested methodology.
PRINCE2 is a de-facto UK government standard method for project management. It has become the most widely used project management method in the UK and Europe and fast becoming the most widely used in other parts of the world.
Project, Programme and Portfolio Office is the support office established to enable management of projects and programmes within an effective portfolio throughout a business or an organisation.
If you’re looking for guidance to help you manage your project with added confidence, then this article will help you.
In a series of posts, of which this is the fourth, I present the facts about the 2009 version of the PRINCE2 Practitioner exam, in addition to thoughts on what they might tell us about the future of PRINCE2 project management professional qualifications. If you are considering PRINCE2 Practitioner training, read on for insight into the process of becoming a Registered PRINCE2 Practitioner…
In a series of posts, of which this is the fifth (and final), I present the facts about the 2009 version of the PRINCE2 Practitioner exam, in addition to thoughts on what they might tell us about the future of PRINCE2 project management professional qualifications. If you are considering PRINCE2 training, read on for insight into the process of becoming a Registered PRINCE2 Practitioner…
This article deals with the sixth of the OGC’s eight causes of project failure: evaluation of the Business Case is driven by initial price rather than by value for money.
This article deals with the fifth of the OGC’s eight causes of project failure: too little attention paid to breaking down the project into manageable stages. Strikingly, this was the only possible cause of failure identified by the NAO report as not a factor in the failure of the C-NOMIS project.
This article deals with the fourth of the OGC’s eight causes of project failure: poor approach to project and risk management.
This article deals with the third of the OGC’s eight causes of project failure: insufficient or ineffective engagement with project stakeholders.
