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Training Programs

All of Project Assistants’ education programs are led by seasoned Project Management practitioners who bring real-world experience with both theory and technology.

Education enables the most important part of People, Process and Technology (PPT): the people of your organization. Project Assistants provides training and coaching programs in all levels of project environments from Project Managers to those leading the project leaders.

Prep Sessions

Our programs include surveys, White Papers, and/or homework so that we can tailor our content and coaching to your needs, challenges, organizational artifacts, and whatever other information and materials we may gather in the prep process.

Workshop and Plan to Attack

The output of the workshop will be a plan of attack to address whatever challenges or changes your organization is undergoing that necessitated the education process. This challenge or change might be as general as a desire to improve project success rates, as basic as a change in project management technology, or as high-level as delivering a new corporate strategy. Each of these require a plan of attack and an adoption process to be properly addressed.

Adoption

Project Assistants’ programs facilitate the adoption process with a suite of follow-up activities:

  • Webinars that offer further education on areas of need
  • Coaching and mentoring throughout the adoption process
  • Monthly group exercises, Red Team reviews, etc
  • Follow-up surveys at their own pace through whatever in-depth topics that provide in-depth drilldowns into topics that program invitees

Testimonial

“After attending a Project Assistants’ Project Management certificate program, I was offered several competitive government positions. After accepting a job with a high-visibility federal project, I was explicitly told that the Project Management certificate program was what set me apart from the other interviewees.”

Student Feedback
University of Delaware Class Evaluation form

Popular Courses



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Case Study

avaya

Avaya

Major telecommunications manufacturer improves product quality and reduces cost overruns by transforming their Requirements Management processes with Project Assistants’ comprehensive training program.

Challenge

Lack of accountability between the IT department and business stakeholder led to ambiguities in the business requirements. The resulting late discovery of real business needs led to challenges in each of the proceeding stages of the project:

  • Design: Nebulous requirements about what was needed led to incomplete or incorrect design details.
  • Development: Project developers were frequently left to make their own interpretations of the business needs, which too often led to redevelopment work during the programming phase.
  • Testing: The end-users were uncovering missing business functions through testing, at a time when it’s expensive to make changes.
  • Post-Implementation: Several clients were coming back with residual issues during post-implementation review.

Project Assistants’ Solution

Project Assistants leveraged our Requirements Management course and tailored it to Avaya’s existing SDLC methodology to meet their specific needs. Our training linked the generic methods to the specific Processes and Technologies of the organization, including business requirements templates, system requirements templates, and requirements traceability matrices. We reinforced these concepts through an interactive training style, and through hands-on case studies using real-world examples.

Benefits

Over the course of our engagement, Avaya achieved a one-level jump on the Capability Maturity Model Integration (CMMI) and Project Management Maturity models. Pre-training baseline evaluations were administered to all participants, and those same evaluations were compared to the post-training results, indicating a knowledge retention and improvement >25%, far out-stripping industry standards. The client reduced their cost and schedule overruns due to rework, which lowered overall costs and improved schedule performance. The satisfaction and overall relationship was markedly improved between the IT department and the stakeholders. The IT department and executives developed a relationship of appropriate accountability and clear communication and ultimately provided solutions that provided the intended benefits.

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