Demonstrates that skill gaps play a critical role in the failure of projects and provides HR specialists, consultants, management‐development specialists and trainers with guidance on how to identify and close such gaps.
Draws upon personal experience of planning and delivering projects, delivering generic and tailored project‐management training programs and knowledge of the leading best‐practice methods in program and project management. Identifies common problems and outlines how these should be addressed through the involvement of HR and the provision of targeted training and development.
Reveals that, despite the availability and uptake of project‐management training courses, fundamental skill gaps remain. Argues that these generally take two forms – technical skills and interpersonal or soft skills – and that they are common at every level, from the project sponsor to the project manager, through to the project‐team members.
Explains that: generic training does not help employees to understand how projects should be run within their specific organization; project‐management skills are context‐specific and need to be assessed in relation to the project at hand; and HR has much to offer project managers in helping to deliver project success through people.
Indicates how the cost of failed projects – which research puts at billions of dollars a year – could be cut.
Draws on the author's breadth of skill and experience to demonstrate key strategies that can help to reduce project failure and the associated costs.
