CERTIFIED ETHICAL HACKING
Ciel’s CEHV9 (Certified Ethical Hacker) training and certification course provides hands-on classroom training to scan, test, hack and secure systems and applications. The extensive course on ethical hacking with 19 of the most current security domains give participants in-depth knowledge and practical approach to the current essential security systems. This course prepares for EC-Council Certified Ethical Hacker exam 312-50.
VENUES:
Lagos. 27 Moronfolu Street CLose to Unilag Akoka, Yaba, Lagos
Port Harcourt: 21 Oil field Guest house close,off school road,by MTN junction Elelenwo, Port Harcourt
Abuja : Plot E10 F.H.A Road, Karu Site. Beside RCCG zonal headoffice. By Cornershop, Abuja.

Please read safety tips
Do not pay in advance even for the delivery.
Please, check the background of the company!
DO NOT PAY for ANY certificates, form applications, etc.

Date:

Certified Ethical Hacking (C|EH) | Weekday | 4th – 8th Dec.| N69,999
Certified Ethical Hacking (C|EH |Weekend | 2nd– 16th Dec.| N69,999
Time: 10:00am - 5:00pm

details
A 5 DAY PMP + Primavera p6 and Ms Project Training (ABUJA, LAGOS & PH)
Ciel Consulting is offering 40% discount on a 5-Day PMP Training + Primavera & Ms Project training.
TRAINING HIGHLIGHTS
Project Management Training (Plus MS Project and Primavera P6)
KEY FEATURES
1. Full package. No additional payment is required
2. Know how to use Primavera EPS P6 and MS Project 2013
3. 100% Money back guarantee on your PMP exam
4. One month access to our online training (Optional)
5. Get a Certificate as required by PMI (USA) (Good for your CV)
6. Your 35 contact hours are guaranteed, (5 days)
Exam dumps, tricks and tips (Over 1500 available)
PM Fastrack Exam Simulation Software for the PMP Exam: Version 8(Rita Fast Track)
VENUE:
Lagos Training Center: 27 Moronfolu Street, Close to Unilag, Akoka, Yaba, Lagos.
Port Harcourt Training Center: School Road Off Aba Road by MTN Junction Elelenwo. Opposite Oil Field Guest House.
Abuja Training Center: Corner’s shop, beside RCCG, opposite Customs Printing Press, Karu. Abuja FCT
Training pack contains:
Certificate of completion as required by the project management institute USA
Training materials (soft copy) PMBOK fifth edition
PMI accredited training Manual
PMP exam simulations/mock exams
MS Project and Primavera P6 installation and training (Both)
Students Workbook
Exam support including registration and scheduling
Participants will get a Certificate of Training as required by Project Management Institute, US
MORE DETAILS
For enquiries, call or send a mail to
Merchant Details
Merchant: Ciel Consulting
Business Address: 21 Oil field Guest house close,off school road,by MTN junction Elelenwo, Port Harcourt.
DATE:
PMP | Weekday Batch A|- 6th Nov. to 10th Nov.| 5 days | N59,999
PMP | Weekend Batch A|Weekend – 4th Nov. – 18th Nov.| 2 Wknds |N59,999
PMP | Weekday Batch B| 20th Nov. to 24th Nov| 5 days| N59,999
PMP | Weekend Batch B| 11th Nov. to 25th Nov. | 2 Wknds|N59,999
Time: 10:00am - 5:00pm

PMP Training Targeting Theory and Practice

There are a lot of potential employment for project management professionals. Therefore, several applicants take their chance with a PMP certification exam. PMP training then becomes increasingly important as one of the most effective methods for PMP exam prep. But what consists an effective PMP training?

Importance of PMP Training

Like with other types of industries, project management professionals are required to improve or acquire new skills over time. This will help not only to boost their existing credentials, but also to expand the necessary knowledge to excel in that given field. Hence, there are several PMP training types available for those who are interested.

As you undertake your PMP training, your objective is to re-learn the skills needed to prepare you for your project management profession. After all, the PMP certification exam targets two basic aspects of your learning: theory and practice. The exam aims to assess not just your level of expertise but your ability to apply that in given situations. Hence, these are what the PMP training aims to develop for you.

Different Levels Targeted by PMP Training

Knowledge

A person that is responsible for project management must have the proper knowledge and information to smoothly operate all processes involved. In your PMP training, you will get the opportunity to review those information as a form of your PMP exam prep. This level is coordinated with all the other levels involved during project management because information is your driving force.

Comprehension

What is the use of a given information if you do not have the skills that will enable you to understand and assess them? Project management jobs are even made more complicated with the variety of forms that information assumes in this field. It could come in reports, tables, diagrams, graphs, descriptions, among others.

Application

After you have understood the information, your next step is to determine how that information will be utilized in moving the project forward. This is one of the bigger focus that you need to take into account for your PMP certification exam.

Analysis

As with any other types of exam, analysis is vital in a PMP exam prep. Hence, most PMP training involve proper analysis process that enable future PMP certification exam applicants to dissect the information available to them. In connection with this is the ability to determine the relationship among parts of a complex information.

Evaluation

When it comes to evaluation, it does not just involve a person's cognitive capacity but also other interlacing factors that are crucial in project management such as interpersonal skills. How capable is one person to assess and make judgments on ideas or solutions concerned for a given project? This is important when your project management job requires you to put together a proposal that aims to meet a given professional standard.

Synthesis

This is the last step involved in a PMP training. Since the objective of a PMP certification exam is to determine whether you have the ability to handle project management jobs, it also looks into how you can identify patterns and trends within a given structure using a set of information or data. PMP training helps you boost that ability, which is why it is one of the most recommended means for PMP exam prep.

With the level of challenge that are facing PMP certification exam applicants, PMP training has enabled them to refresh and relive whatever skills and tools they need to get that much needed certification.

[center]PMP TRAINING SCHEDULE FOR AUGUST
Weekday:August, 7th - 11th
Weekend:August, 5th,6th,12th,13th and 19th
10:00 AM - 05:00 PM
FEE: 50,000
No 21 Oil Field Avenue, Port Harcourt
**[See map](https://www.google.com/maps)**

For Enquiry Call: **08093982114,07039147221**
www.cielgr.com[/center]

Electrical Transient and Analysis Program (software program for electrical engineers)
ETAP

ETAP is the leading software used by Electrical engineers for modelling of Electrical equipment in power plants, FPSOs, Transmission and Distribution stations to name a few. Being the leading software in the industry, knowledge of ETAP has become a SKILL for Electrical engineers of today.

ETAP is a program developed for the Microsoft® Windows operating systems. It is fully interactive and allows you to make changes to the one-line diagram, run system studies, and graphically review study. It gives you the opportunity to explore the many features and capabilities of ETAP including Load Flow, Short-Circuit, Motor Acceleration and Arc Flash and many more.

During the training, comprehensive course notes will be provided with practical hands on examples.

PREREQUISITES:
Basic knowledge of Electrical principles, symbols, equipment and design.

TRAINING MODULE:
In this training manual, you will Learn how to:
• Creating One-Line Diagrams, (adding elements, connecting elements, creating networks etc)
• Editing Element Properties (Generators, Motors, Cables, Transformers, Lumped Loads etc)
• Protective Device Coordination and Selectivity
• Load Flow Analysis (Normal and Unbalanced)
• Short Circuit Analysis (IEC and ANSI)
• Arc Flash Analysis (Quick Incident Energy and Global)
• Motor Acceleration Analysis (Static Motor and Dynamic Motor)
• Panel Systems
• Transient Stability
• Other modules based on attendees request and time permitting.
• Complete Project Assignment

OBJECTIVES
At the end of the course, you should be able to:
• Build system single line diagrams using IEC standards and ANSI standards.
• Interpret and analyze Electrical study reports such as Load Flow report, Short Circuit report etc.
• Size protective devices; understand the principle of electrical protection and Transient Stability.
• Read and interpret TCC curves, Understand Arc Flash analysis, and recent IEEE and IEC regulations.

5 Day Electrical Transient and Analysis Program(ETAP)Training
Lagos, PH and Abuja

ETAP | Weekday | 17th – 21st April | 5 days |N50,000
ETAP | Weekend | 8th – 22nd Apri| 3 Wknds | N50,000

Call: 08093982114.

The SANS Institute estimated in 2005 that IT professionals with CISSP certification were not only paid more than those with only a bachelor's degree but also earned more than IT professionals with other certifications. Certification magazine has estimated from survey data that achievement of CISSP certification results in a pay increase of 5 to 30 per cent.

PayScale.com has reported on the basis of a survey of some 4000 individuals in the IT field in 2015 that the salary range for an information security analyst was $59,000-117,000.00, while information security managers made between $79,000 and $139,000.00. The range for security architects was $91,000-154,000.00, and for information security officers $68,000-142,000.00. Salaries ranged from $68,000-132,000.00 for security engineers.

The same survey suggested that the average salary for web designers was $28,000-73,000.00. Base salaries ranged from $30,000-68,000.00, and bonuses from zero to approximately $5,000.00. Profit-sharing also varied widely with company of employment, from a low of $493.16 to a high just under $10,000.00. Commissions varied from zero to almost $5,000.00. Individuals with CISSP certification in architecture averaged $136,000.00 a year in 2009, according to Certification, while the average salary for those with the CISSP-ISM credential in management was $134,000.00 a year.

Network administrators have a wide range of responsibility and seniority, and work in a variety of business and institutional settings; consequently their annual compensation has a wide range. The Infosec Institute estimates that the median salary for network administrators is approximately $85,000.00 per year, although starting out in desktop support may bring as little as $30,000.00 per year. This same institution estimates that lead network administrators with wide-ranging responsibilities can make up to $120,000.00 annually, and that specialists in specific operating systems start at higher salaries and are likely to be better paid. Linux network administrators were estimated to earn $73,000.00, while Cisco network administrators commanded $85,000.00 and network administrators with EMC2 earned around $92,000.00 annually.

CISSP-credentialed network architects can look forward to a six-figure income, averaging $108,000.00 according to Pay-Scale. Salaries in 2014-2015 were estimated at $77,000 to approximately $153,000.00 a year, with bonuses as high as $20,000.00 and a profit-sharing range of $1,500.00-22,000.00. Nearly all network architects reported generous medical, dental and other benefits, and not surprisingly, network architects surveyed by Pay-Scale were highly satisfied with their compensation.

In all these surveys of CISSP professionals, major determinants of salary and benefits were experience, seniority and location. IT professionals in major metropolitan areas or places with high concentrations of businesses and institutions with substantial IT security requirements were more readily employed and generously compensated, and expertise in multiple operating systems or CISSP certification in sub-specialty areas as well as longer duration of experience and employment did much better in salary. It is generally agreed that a CISSP credential can result in better compensation at work, and it may well also contribute to greater job security.

Certified Information System Security Professional
Lagos, PH and Abuja
CISSP (INFORMATION SECURITY) Weekday | 17th – 21st April | N69,999
CISSP (INFORMATION SECURITY) Weekend | 8th – 22nd April | N69,999

Call: 08093982114.

An increasingly common theme in Human Resource (HR) literature in the 1990's concerns how the HR Department can make a greater contribution to the success of the business it serves. To do so, we must first change our view of the Human Resource role as being only executable within a traditional "Department." We must view HR more as a "function," or "a set of activities," than as a department. While HR services may not be delivered in the future via what we know as a Department, they must be delivered in some way. This article is about the realm of possibilities.

The HR Function Today

Today the HR Department is in a transitional phase. Some organizations have long ago realized that the HR Department can make a greater difference. Others need convincing. A positive trend seems to be developing, as evidenced in publications of the Human Resource professional's accrediting organization, the Society for Human Resource Management, (e.g. see HR Magazine, 11/98). Chief Executive Officers are increasingly viewing the HR function as an actual or potential "strategic business partner." This is encouraging, for as recently as the early 1990's the notion of the HR function as a strategic partner would have been quite novel.

To understand where the HR function is going, it is helpful to briefly review its past.

WHERE HR CAME FROM

In the first half of the 20th century, the Human Resource function grew out of the Payroll function. The remnants of this can be seen in companies that retain the responsibility for payroll processing within the HR Department. Today, the payroll function can often be found in the Controller's functional area.

This new entity then became known as the "Personnel Department." It was responsible for those duties that, quite frankly, didn't seem to fit anywhere else, such as overseeing the employment process. Unlike later iterations, the Personnel Department was not concerned with strategic recruiting and selection. Its goal was simply to hire people to fill "jobs," a 20th century creation. This emphasis explains how, even today, many people think of the Personnel Department as simply "the Department that hires people." So engrained is this idea that, even in surveys of HR practitioners that we conduct today, many of them still define the main purpose of the HR Department as being "the employment of people." Of course, it is true that in many of their companies, hiring people still is their main focus and purpose.

Since its inception, the HR Department has gone through a number of transformations, as depicted in Figure 1. During the 1970's and 1980's as it sought a new identity. These changes attempted to reposition the function as the guardian of employee relations and a provider of services.

The Evolution of the Human Resource Department:

- Payroll
- Payroll/Personnel Department
- Personnel Department
- Employee Services Department
- Human Relations Department
- Employee and/or Labor Relations Department
- Personnel Relations Department
- Human Resource Department
- Human Assets Department
- Human Capital Department
- Human Systems Department

In terms of the evolution of Management, this change had its origins in the "Human Relations" and "Human Resource" Movements of prior decades. The core notion of these movements was that organizations should proactively establish closer links with its employees to create the perception of, if not an actual concern for, employees, because of the employees' potential to disrupt organizations when "relations" became unstable.

This era was also the beginning of the "employee involvement" movement and strategy. Employees became more increasingly engaged in decisionmaking that affected them. Progressive companies increasingly realized that employees who did the work, knew the work best. To gain greater acceptance of change, it was best to involve employees whose lives would be affected by the change. Human Resource professionals became "Employee Relations Counselors" and had the responsibility of bridging, establishing and maintaining a stable relationship between the employer and its employees.

Eventually, the notions of the HR function as the Personnel Department and the Employee Relations Department gave way to a new notion: the idea of employees as organizational "resources" to be valued. Thus was born the "Human Resource Department."

Structurally, the Department did not change very much. The various sub-functions of Employment, Compensation, Training, and others remained. But the connotation of employees as "resources" permitted the HR Department to be viewed as something more than just a hiring function or as a mere provider of counseling and other services to employees. It suggested that the HR function recognized that humans as resources could be valued, served, recognized and "invested in," in ways which could increase their value to the company.

It was the start of what would later emerge as "Human Capital" theory. This theory holds that, through training and education, an investment in people will provide a "return" to the company in the form of greater innovation and/or productivity. We see this final transition represented in Figure 1 by several newly conceptualized titles, including "Human Systems" and "Human Assets" Departments. Human Systems, for example, refers to the potential involvement of the HR practitioner in any human system within the company, be it a pay system, a sociotechnical system, a team-based systems or others requiring the internal consultation of the HR professional. Their contribution is tied more closely to the strategic nature of the business and the impact can therefore be even greater than that which was possible within the traditional HR Department.

WHERE IS HR TODAY?

Where is the HR function today? In an increasing number of companies, HR services are being delivered in new ways. In others, the HR Department resembles the same function and structure used in the 1960's.

Fortunately, we are seeing long overdue change. The change is prompted by how organizations of the 1990's need to be or demand to be serviced. For some, this means being a full-fledged strategic partner in the business. For others, it simply means being utilized as something more than a mere hiring or administrative function.

Change is also affecting the name of the emerging HR function. As depicted in Figure 1, the HR function in some companies is becoming the "Human Capital," "Human Systems" or "Human Asset" Department. These names suggest the need to invest in human capital or human assets, as well as to evaluate how people are integrated in various organizational systems. Being new, these names may be better thought of as part of HR's future.

The Effect of Cross-Functionalization

Specifically, how are HR services being delivered today? Certainly, functional structures are still in use, with their traditionally separate specialty areas such as Employment, Compensation, Training, and others. However, as "team-based," "lateral," "cross-functional," or "matrix" organizations (choose a name) proliferate, the HR function has adapted. It is increasingly common to see a cross-functional HR representative assigned to other functional areas to provide general, ongoing HR services to that area, team, or group.

A more radical approach for the delivery of HR services is one in which it is understood that the HR representative is more strongly aligned with the assigned functional area than to the traditional HR Department. The difference is one of emphasis. While this is happening now, this structure could be considered more of a model for the future.

Unfortunately, this structure sometimes creates a split allegiance for the HR professional. Internal conflict increases under this model both within and across the HR functional representatives because the HR representative can become more emotionally tied to the assigned function than to the central HR function.

The Trend Toward Generalists

The trend toward the use of more HR generalists and fewer specialists also continues. This is an outgrowth of downsized organizations and the "do more with less" philosophy of the 1990's. Thus, the makeup of HR Departments reflects this demand, increasing the use of generalists who can "do it all." Some companies complement this approach with specialists, such as Compensation Specialists, for example, who are called upon as needed to serve the entire company in an internal consulting capacity. Company size also impacts the ratio of generalists to specialists. The larger the company, the more likely it is that it will create specialist positions.

Shared Services Model

Another current model gaining increased attention is the delivery of HR services via a "shared services" model. This is a centralized model in which HR specialists and generalists deliver services to the entire company on an as-needed basis, charged to the functional area served.

The central HR function also can perform normal or expected services such as administrative services (somebody has to do it!) on behalf of the company. These may be free to specific functions or the costs may be distributed over all functions.

The shared services model creates a more positive image for the HR Department as an internal consulting function rather than an administrative function, or in the other, less attractive ways the function has been traditionally viewed. A disadvantage of this approach can be the reluctance of other functions to utilize services for which they will be charged. An HR function operating in this environment would be wise to internally market its services to, or "partner" with, other functions.

WHERE IS HR GOING?

The future will be an interesting time for the Human Resource function. As one HR consultant observed (ACA Journal, Spring 1997), a review of the debates in the national business media might lead one to conclude that the future HR Department will be "a fraction of its size, with the remaining activities pushed up (to the CEO), down (to line management), out (to vendors and consultants) and in (to technology)."

Will it continue to exist, but as a smaller entity? Will it become functionally stronger, gaining greater acceptance, meaning and value in organizations where it serves? Or will its duties remain but be delivered in other forms?

Here are some of the more radical possibilities.

The Devolution of the HR Department

One scenario has the HR function being "devoluted" (i.e. de-evolved), with its tasks being redistributed or incorporated into other functional areas. Thus, managers in what once were the "customer" areas served by HR take on HR functions such as employment, compensation, counseling, and many more.

This envisioned future is disconcerting to HR professionals. A common reaction is that the supervisors and managers of other functional areas do not possess the HR professional's knowledge, gained over a long period of time about matters such as discrimination law, dispute resolution, pay strategy, administrative requirements, designing and presenting training programs, and many other responsibilities resident within HR Departments. A major concern is that this lack of knowledge on the part of the receiving function about compliance law will result in financial damage to the company, in the form of fines and penalties.

In fact, the belief that the HR function can be devoluted can be a serious misconception. From the general HR literature, it appears that non-HR professionals, including Executives, sometimes minimize the value of the HR function. Consequently, they conclude that absorbing its responsibilities will be relatively easy. This is a very dangerous assumption. One reason why an absorption of duties does not work is the time demands placed upon the absorbing functions and individuals. Whether the HR role is one capable of absorption or not, time constraints prohibit its successful and timely execution.

Thus, the thinking about the HR function's role and importance comes full circle. It is a unique function with unique preparatory requirements. In another irony of perspective concerning the absorption of the HR function, it is interesting to observe how commonly companies assign the HR function to the Financial function, but never the converse! In fact, both functions should be viewed as different, unique and, above all, separate.

Human Systems Management

Another scenario for the HR function's future is a movement toward "Human Systems Management." As briefly defined earlier, this is the management of human systems, or any organizational system in which the role, impact and reaction of the human element is of primary importance.

Human Systems Management encompasses much of what Human Resource Management has become, and more. In it, the HR function is re-creating, redefining, and essentially retuning for the Post-Modern and Information Ages. The system may be exclusively human (e.g. the process of team building) or sociotechnical (i.e. the interaction of people and technology). It may involve the redesign of work or the design of new pay systems to improve employee satisfaction and organizational performance. The key element is the human element. The desired outcome is twofold: improved individual and organizational performance.

In this HR future, we move away from the view of HR as a functional area and redefine it in terms of its internal consulting capabilities. Yet it still permits the HR function to fulfill a role we have come to expect, namely, to provide services which do not fit neatly into the roles of other functions. It is that "crossover" activity, in which the business' operations must be understood and combined with the special expertise that HR professionals possess, including knowledge of organizational behavior, organizational theory, organizational development, and human resource management. Human Systems Management thinking recognizes that the HR professional has a unique view of the organization, and serves to capitalize upon it.

Shared Services Model

The Shared Services Model has become an increasingly popular model of HR Department design, and, as previously described, could be considered as a current design. What makes it more of a future model at this time, however, is its relative lack of implementation. Practitioners are still working out the organizational issues it creates, and discovering its usefulness.

In this model the HR Department acts as a kind of "central consulting organization" and, sometimes, even becomes a "profit center,."" charging its services to other departments as its services are retained by them. While the traditional HR Department can provide consulting services out of its historically common structure, the consulting relationship is more formal in the shared services model. It is not the "old" HR Department redefining itself as internal consultants. Rather, it is a formal re-introduction of HR into the company as a functional area with a newly defined mission. This mission is to provide HR consulting services as requested for a fee.

While it may not actually be profitable as a profit center, it is an intriguing way to assess the organization's need for HR services. If one believes that the HR function can act like a strategic partner, how often are we afforded the opportunity to prove it? Do others see HR as being a mutually useful and beneficial partner in order to achieve their business objectives? Being organized in a Shared Services Model will give you the answer quickly.

Outsourcing

An increasingly popular model today is outsourcing, which permits the HR function to rid itself of activities that can often be performed by others more effectively or economically. In other cases, outsourcing simply permits the HR function to turn its attention to other, more important matters.

It would be easy to view the use of outsourcing as a current phenomenon, not as something that will occur in the future. However, a growing change in the outsourcing strategies of companies is to move beyond the simple outsourcing of administrative tasks and into the realm of professional services like compensation program management and maintenance activities. For example, third parties may be used to maintain a company's job descriptions. This is important and useful because this activity is normally a time-consuming responsibility that is often avoided internally. Third parties/consultants also can design and implement training and development programs, as well as conduct audits (e.g. pay program audits, retention audits, skill audits, etc.).

We have always outsourced a number of HR activities. These include contingent/retained recruiters, benefits administration, and training and development programs to some extent. What has changed? Specifically, it is the expansion of the activities that we are willing to outsource, spurred by the new rationale for outsourcing more HR activities: namely, that we are recognizing that the HR role can be performed much more effectively in other ways. We are moving away from the "administrative, service and control" HR model and toward the "strategic partner" HR model, and extensions of it. When we can lighten the load of HR functions in order to address more meaningful challenges, we are increasing our worth and value to our organizations. Outsourcing helps us to achieve this.

Environmental Scanning

This is, perhaps, the most unusual possible course of action for HR Department design in the future. Scanning refers to the monitoring of activities in the company's external environment. Scanning activities have been part of the HR Department's role for quite some time. For example, Compensation Departments are responsible for conducting pay surveys to gather external marketplace data. The HR Department also scans governmental activity to monitor changes in laws which affect the management of people. Employment Managers monitor demographic changes in the workforce to establish recruitment strategies.

The suggestion, therefore, is that the HR Department become the entity which is responsible for those and other scanning activities, some of which may now be performed by other functional areas, such as Marketing which is responsible for market research, or for outsourcing tasks (once again, to the "outside" of the company).

The possibilities are endless but require very different thinking about the tasks of different departments and a willingness to centralize them under the new entity. Like any other cross-functional redesign effort, a "natural work group" of tasks (i.e. a combined task group that makes sense) would need to be assembled to make this vision a reality. Not all external scanning possibilities would make sense for grouping in a department that, in the end, may have a name other than the Human Resource Department. It could be called the "Environmental Monitoring" Department, as one of many possibilities. Whatever its name, the core concept is that what happens on the outside of our companies is important and worth researching, or simply, good "strategic management."

2 Day Human Resource Management Training
Lagos, PH and Abuja
HRM | Weekend | 15th to 22nd April | 2 Weekends| ₦49,999
HRM | Weekday | 17th to 19th April | 3 days | ₦49,999

Call: 08093982114, 07039147221.
Website: www.cielgr.com

Professional project managers seeking certifications often discover that there remains so much more to learn about the subject. Some managers bank on the power of actual experience to strengthen their know-how; however there is something that the knowledge of structured approaches offers that mere hands-on experience can't. Given the many learning opportunities available, how can program and project managers choose the right path that will further improve their skills?

Improvement and Skill Building, One Step At A Time

We, as individuals, need to employ the principle of continuous improvement. We have a broad culture of self-help and personal improvement, but not everyone has adopted the approach, and almost everyone could do even better. Just as so many practice personal self-improvement with the assistance of self-improvement books, motivational materials, attending motivational seminars, and more, it is virtually the same thing in the realm of project management skills. Advanced project management skills simply are taking everything we know, and then some, to the next level by becoming aware of new ideas and incorporating them into our own best practices.

Continuous Improvement

Let's look at an example of how we can improve our ability to run meetings. We all know that the best way to do this is to practice, but, then again, it must be good practice. It is true that practice makes perfect, but "perfect practice" is what brings home the bacon. If we find ourselves in meetings on a regular basis, the best way to improve those skills and become a more "advanced project manager" is to try to raise our awareness, apply, adopt, and internalize one or two new ideas for continuous improvement on a daily basis.

For example, in meetings, setting a time limit for the meeting is a good technique. If you have not been doing that, or if you are not satisfied with how effectively you have been doing it, simply try to adopt this one single technique, master it, and integrate it into your common best practices. You might then want to tackle the idea of improving something like facilitation skills to enable everyone to contribute in an optimal way in solving problems in meetings. The key is to mark an area for improvement, to seek information on it to acquire one or two practical objectives, and to begin to put into practice.

Advanced project management training can help greatly in this process of personal and professional continuous improvement. Firstly, this will help us recognize and deal with different types of issues. It can heighten our awareness of what happens in certain situations and how to cope. It would help to not just familiarize, but, actually, practice the different aspects of our soft skills in various everyday project management experiences.

Getting beyond meetings, project managers may identify any of the following areas and more for self improvement in the journey to more advanced project management skills:

1. Improve understanding of project and organizational finance.
2. Learn more techniques for communicating with people from different cultures.
3. Develop a deeper understanding of the unique perspectives of the various workforce generations that might make up your team.
4. Identify opportunities for leveraging outsourcing on projects, and also identify the risks and pitfalls of the outsourcing approach.
5. Adopt a more thorough understanding of issues surrounding telecommuting, and techniques and pitfalls in this evolving environment.
6. Build more advanced consultative skills for working as an external consultant, having worked within a single company for many years.
7. Become more effective at managing technical employees, a unique workplace challenge.
8. Broaden your scope of understanding of project management by expiring related methodologies, Bodies of Knowledge (BOKs), and frameworks, such as PRINCE2 or Six Sigma.
9. Seek to better understand the evolving field of knowledge management in organizations.
10. Develop a formal understanding of the strategic planning process, which provides the input to portfolio management and guide project and program selection.

This list of 10 possibilities for advancing one's project and program management skills is actually a short one. When it comes to advancing project management skills, the sky is the limit, and the opportunities are virtually endless. There are a nearly infinite number of different types of challenges that a project or program manager faces, and whether by reading books, listening to selected speakers, taking classroom or online courses, and even hiring a coach, there is a lot of opportunity to improve, and many ways to do it.

5 Day PMP + Primavera and MS Project Training
Lagos, PH and Abuja
PMP | Weekday Batch A| 3rd – 7th April |5 days| N59,999
PMP | Weekend Batch A| 1st – 15th April |3 Wknds | N59,999
PMP | Weekday Batch B| 17th – 21TH April |5 days| N59,999
PMP | Weekend Batch B| 8th – 22nd April |3 Wknds | N59,999