There is currently a great deal of activity in commercial circles around the concept of project management; with a growing number of businesses relying on the skills and experience of dedicated project management teams to steer them through major operational initiatives.

For those who do not regularly work in such specialised teams; and who perhaps have little understanding of IT or some of the other equally esoteric areas often addressed by project managers; the notion of undergoing project management training might seem irrelevant, if not totally bizarre.

Yet, an increasing number of senior managers say they have learned the hard way that project management training should not only be reserved for those who are nominally ‘project managers’; but that project management knowledge should also be made available to anybody with an input into key non-routine commercial activities.

These managers often recount experiences of apparently simple and straightforward projects which fell victim to errors and confusions; all of which, with hindsight, could easily have been avoided.

If, for ‘hindsight’, the words ‘project management’ are substituted, the value of the latter can begin to be seen; project management helps a business spot the same pitfalls which hindsight sees, but can help avoid these pitfalls through advance remedial action.

For these reasons, many companies have developed a bespoke training course in project management for each of their divisions.

If you play an active part in a project which you need to plan in an organised and methodical way; which you need to assess for any financial implications; which you need to ensure takes into account the interests of all affected parties (or if you are able at least to identify which parties are likely to be affected); and which you need to properly assess in terms of the required timescales involved; then project management training is likely to prove invaluable.