Project Management Human Resource Training Research Paper

The defining of individualized scaffolding or customized learning programs must be in the context of a curriculum broad enough to encompass the roles of project manager, business analyst and contract manager however if it is to be effective, as is shown in the DMH program (Damare, 2008). By having a unified curriculum, the weakest areas of project management can quickly to dealt with an improved as well. This specific area of best practices looks to accelerate and internalize the learning necessary for project managers to better understand user analysis for example (Little, 2011). The curriculum structure must be agile enough to take into account the specific learning needs of project managers, business analysts and contract managers yet rigid enough to ensure that user analysis and user requirements are well-understood and strengthened (Holzle, 2010). This doesn't have to be a dichotomy but can instead be complimentary and supported with effective individualized learning programs creating through scaffolding (Najjar, 2008).

A third best practice is the ability to create a collaborative, agile and customer-focused project management team that can flex across roles easily, sharing information, insight and intelligence (Lyso, Mjoen, Levin, 2011). Trust is an accelerator of organizational change. The greater the levels of knowledge sharing there are, the better the project management performance all predicated on higher levels of trust fueling high performance (Little, 2011). Training not only provides skills, it galvanizes project management teams to a common direction.Conclusion

Human resources training in a project management environment is critically important for any multi-divisional, complex organization to succeed over time. The intent of this analysis has been to show through literature review what the most critical key success factors and best practices are for attaining high levels of project team performance. In addition, the role of interdepartmental and intra-group trust, acting as accelerators, is also critically important as well. Implicit in any project management training program is the need for creating a high degree of insight into the role of project managers, business analysts and contract managers, unifying all of them to a common mission and focus.

References

Crawford, J., Leonard, L.N.K., & Jones, K. (2011). The human resources influence in shaping it competence. Industrial Management + Data Systems, 111(2), 164-183.

Damare, B. (2008). Workplace learning to improve it project management. Public Manager, 37(4), 45-50.

Dexter, B. (2010). Critical success factors for developmental team projects. Team Performance Management, 16(7), 343-358.

Holzle, K. (2010). Designing and implementing a career path for project managers. International Journal of Project Management, 28(8), 779.

Little, B. (2011). The principles of successful project management. Human Resource Management International Digest, 19(7), 36-39.

Lyso, I.H., Mjoen, K., & Levin, M. (2011). Using collaborative action learning projects to increase the impact of management development. International Journal of Training & Development, 15(3), 210-224.

McNamara, T.K., Parry, E., Lee, J., & Pitt-Catsouphes,.....