A schedule for future project manager development without a critical path is a wish list with dates. The estimate for manager development that nobody challenged is usually the one that fails. The level assumes working familiarity with the project but no prior formal training in this part of project and portfolio delivery. Ambition around future project manager development outruns capacity unless the sequencing is deliberate. Discussion is anchored to worked examples of the wider project and portfolio delivery agenda rather than to abstract argument. Where manager development is measured, it improves; where it is only discussed, it drifts. It concentrates on the parts of future project manager development that determine outcomes and treats the rest proportionately. The course leaves participants able to diagnose weaknesses in manager development before they become incidents. The final module sets out how progress on the project and portfolio delivery discipline will be evidenced six months later.
Expected Learning Outcomes
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Choose the delivery approach for future project manager development — predictive, adaptive or hybrid — deliberately.
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Sequence improvements to manager development so that each step makes the next one easier.
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Establish escalation routes for future project manager development that work outside normal hours.
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Build the reporting on manager development that gives early warning rather than reassurance.
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Recover future project manager development when it is behind, without pretending it is not.
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Communicate the purpose of manager development to those who have to comply with it.
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Assess whether future project manager development should continue at each decision gate.
Who Should Attend
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Contract and procurement staff supporting future project manager development.
