As a consultant, I go into a lot of organizations at a point when many projects or programs are underway. In one organization in particular, I was briefed about the situation, to be told that everyone was fully trained in project management. Yet the projects were not progressing.

I always make a point of meeting with everyone involved in the projects I am helping with, and this was no different. Without exception, every project sponsor and project manager were senior managers, and each of them had been on a nationally recognized (and accredited) training program. However, each of those senior managers, also without exception, told me that they had not had any benefit in the training, they didn’t understand it, it was far too technical, and it was getting in the way of progress.

It was a prime example of using a hammer to crack a nut – overkill. Rather than equipping everyone with a set of tools and skills, it had simply overwhelmed them. The training was part of the problem.

I very quickly saw that, rather than a formal ‘bells and whistles’ training program, what they really needed was some basic and simple knowledge to enable them to progress. None of those managers had any inclination at that time to become ‘professional’ project managers; they just wanted to ‘get on with getting on’.

You should train your people appropriately. It should make project delivery easier, and more straightforward, and people should feel that training is helping them, not getting in the way. Here are the things you should consider before choosing the right training:

1. How Much Money Have You Got?

Many organizations simply do not have the budget to spend on expensive training. If you are looking for training for yourself, you may have to foot the bill by yourself. You need to consider what outcomes you need and what you can afford that will achieve that.

The other thing to think about is the extent to which the training needs to spread to other people. Does this mean that everyone will need training, or can you go on a training course and then ‘spread the knowledge’ yourself by cascading what you have learned?

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2. Who is your ‘audience?’

Who needs to be trained? Is it people actually delivering workstreams, or is it other project managers? If it’s people working on delivery, they might not need to fully understand everything about project management. As long as they can follow the process you have set out for them, they will still deliver. You need to match the training to the audience. People working on ‘social service’ projects may need a different approach than others delivering an IT focused project. You should consider the needs of everyone concerned. The training should be ‘fit for purpose’, and should help them to deliver their outcomes. It should not feel like a burden. For first-time project teams, often less is more.

3. What’s the culture of the organization?

Why is the organization looking for training? Is it seen as a necessary ‘badge’ that will pass audit requirements, or increase customer confidence? In that situation you may need to go for formal accreditation. But question that need. Often, it is just a perceived need. Many good project managers I work with do not have any accreditation. What they do have though is lots of valid experience. And many of them would say that if they did get accredited, it was not until they understood the project management ‘industry’ – the accreditation often is something to put on a CV.

4. What’s the type of project?

Are you running a highly procedural, systematic project, such as an IT installation? Or is it a change project, one that requires significant people skills. Training courses often focus on one aspect over another. Training that covers both the management processes that are project management, and the so called ‘softer’ side of managing change, will cover both angles. Different types of project require different types of project managers, and the training should reflect that.

5. How much time have you got?

Do you need to learn the ropes whilst delivering the project at the same time? This is nearly always the case. The world doesn’t stop whilst everybody gets skilled up, so it is important that the training fits in with both the timeframe and the project schedule.

Sometimes the project itself IS the training! In this case, you need knowledge in bitesize chunks, applicable to each part of the project as you approach it. Personally, I like this ‘action-learning’ approach, and I will often provide training throughout a project as I am working with the team.

Project Management Training must enhance not hinder your project. It should suit the needs of the project and of the people delivering the project. Cost, timescale and culture should also figure strongly in your choice. The training should help you to deliver your aims – faster than you would have done without it. Make it an investment worth making.