10 reasons employees should bring their dogs to work

10 reasons employees should bring their dogs to work

Dogs are everyone’s best friend. Our four-legged friends work alongside us every day, but it seems this is forgotten. Police dogs catch criminals while service dogs assist their owners to live independently. Dogs have many roles working alongside their humans. But, the most important job of all, dogs are companions, best friends and family members. They make people’s lives better with their unconditional love. You can celebrate that on Take Your Dog To Work Day on June 23.

In a modern world, with many hours spent at work, dogs get left at home while employees earn a living. Pet Sitters International started Take Your Dog To Work Day in 1996 to encourage employers to allow dogs at work.

 

Here are 10 ways dogs make the perfect resource partners.

Boosts employee morale

Dogs are dependable, reliable, optimistic and have an unquestioning willingness to do what you ask. They alert staff to problems and are always happy to see you. Dogs in the workplace improves staff productivity because their best friend by their side.

Increases teamwork

Dogs invite interaction and help form strong bonds among staff. They are great for breaking the ice. People are more likely to talk to each other when someone has a dog. Employees can find common ground over dogs. This can cut down office gossip because they are too busy discussing dog stories.

Promotes good health

The added bonus of dogs in the workplace is that it forces employees to take breaks. Staff have to walk them for a good 10-minutes a few times a day. This promotes a healthy work life balance during the day.

More employee flexibility

Many people cannot wait to leave work to get home to their pooch. Their pet has been locked up, alone all day and need their human’s time at the end of the day. Dogs are part of employees’ families, so allowing them in the workplace removes the need for staff to rush off. Employees will be more flexible with their time if their best friend is by their side rather than waiting for them to get home. What a great way to increase productivity.

Financial benefits

Bringing their dogs to work has huge financial benefits for employees and costs the company very little. No longer will employees have to pay for dog walking services or doggy day care if their dog is at work every day.

Attract the best people

People think of their dogs as part of the family.  Potential employees may prefer a company that allows dogs at work over a company with a no dog policy.

Improve the company image

Dogs in the workplace improve a company’s image. Clients will see the company as forward-thinking and progressive. Being able to interact with pets when they visit, will boost your clients’ sense of wellbeing. It helps them relax and enjoying visiting your workplace.

Relieves stress

Dogs are natural stress relievers. They are sensitive to your needs. When you need to blow off steam, they are ready to play. They will snuggle close when you feel down and need a quiet moment. A dog friendly workplace relieves employee stress and encourages harmony, which, in turn, increases productivity each day.

Reduce staff turnover

Staff turnover is a huge problem for employers. It costs time and money to get new hires up to speed. Workplaces with a ‘bring your dog to work’ policy encourages people to stay rather than risk not being able to bring their dog to work somewhere else. This is a great perk to keep staff loyal to organisations.

Pets reduce employee sick days

Dog owners do not want to leave their pets at home while they go to work. Employees can call in sick or leave work early to attend to their pet’s needs. Allowing pets in the workplace eliminates this problem.

At Aspira we understand the problems of resourcing your projects. We can help boost your business to achieve your vision. Contact Aspira to found out how – www.aspira.ie.

 

Land Speed Record – How to Survive

The official land-speeds record (measured over a mile) is 1,227.985km/h or 763.35mi/h. The record was set by Andy Green in ThrustSSC (a turbofan jet powered car) on the 15th of October 1997, in the Black Rock Desert, Nevada USA.

When taking on a challenge like breaking the land speed record there are many key considerations; firstly and most importantly the drivers safety. Secondly developing a vehicle that has the ability to move fast enough to break the land speed record.

To make a successful attempt at breaking the record it is vital that there are clearly defined requirements gathered. The requirements include all the considerations for a successful attempt at the record. The requirements are broken down into functional and non-functional. Functional requirements should be gathered by subject matter experts to ensure the requirements gathered are accurate. High-level functional requirements when trying to achieve the land speed record in a motor propelled vehicle include; an engine powerful enough to beat the current land speed record, the vehicle must be aerodynamic to reduce drag (drag is friction caused by air), also required is a functional and practical cockpit to aid the driver in pursuit of the record and most importantly a vehicle that is safe for the driver.

Once the requirements are successfully gathered a plan can be initiated to roll out the development of the vehicle. The plan will include a testing phase and although each phase of the project serves a purpose, the testing phase is crucial to ensure the original requirements have been met. The test plan should be derived from the functional specifications (functional and non-functional requirements doc). When testing a vehicle designed to break the land-speed record, the tester is essentially responsible for ensuring the vehicle has hit all the requirements as specified in the functional doc, in other words; the engine has enough power to move the overall weight of the vehicle fast enough to break the record; that the vehicle’s shape will allow air to pass over and around it to reduce drag which will maximize efficiency on the engines power output; And most importantly that the driver is safe and that disaster recovery procedures are in place and more importantly they work.

Before an official land speed record attempt can take place, the test manager must ensure all the planned test cases have passed. Any failed tests must be addressed, resolved and retested before the testing phase can be signed off. The purpose of testing is to minimise the risk of overall project failure. Risk on projects vary in terms of impact, but when attempting to break the land-speed record the risk can potentially include fatalities. So there is a lot of pressure on the test manager to conduct the appropriate tests to ensure everything is working as it should. At the end of the day when it all boils down to it, it is the driver’s life at stake.

This is only a small taster of the spec of requirements and testing required for such a complex project but it highlights the inseparable relationship between, requirements gathering and testing. For example; if you build a go cart, any rational person would try it on the flat before taking it to St. Patrick’s hill in Cork City to compete in Redbull soapbox race. Although, there is always an exception (Evel Knievel, springs to mind), the risk taker in this case is the driver who has the burning desire or in this case a “Need for Speed”. Don’t get me wrong, we need risk takers. In business risk takers are generally the entrepreneurs and are crucial for economic development, for innovation and social/ cultural development, unfortunately that’s a topic for another day. So, I will close by saying; test test test before you go live, because that’s how to ensure the driver arrives alive.

 

At Aspira we have a dedicated testing team with many years’ experience across multiple sectors. If you require any further information on Aspira’s services contact us on: info@aspira.ie

Author:                Arron Keenan

Role at Aspira: “PMO Lead

Aspira formalises partnership with Castleknock Celtic.

Like many parents, once my children reached the age of 4, my role at weekends and evening started to change from in-house entertainment and supervision of the kids to team bus driver and kit man. I have no intention of portraying an image of sainthood, or to come across as a unique phenomenon in Irish society, but hopefully some of my observations will strike a chord with people. Whether you are starting out as a habitual parental supporter of the next Robbie Brady, Brid Stack or Johnnie Sexton, prowling touchlines menacingly, ready to run onto the pitch to protect your vulnerable offspring from physical attack, or an old hand…you might recognise some of following experiences.

Our CEO Pat Lucey is a legend in his own right in the field of project management. Having joined Aspira as HR & Resourcing Manager, I wasn’t ever able to live up to his expectations as a certified Prince 2 or PMP Professional. But Pat always highlighted aspects of my business and personal life that represented a high degree of PM & organisational skills. People who know me long enough will know of my interest in sports management, be that skiing trips, bowling competitions, tobogganing, cricket matches, or the once famous Silicon Cup in Munich. All projects of various shapes and sizes, none quite as complex as the Silicon Cup Competition in Germany. (8 companies playing each other at 11-a-side soccer in a one day tournament).

It started small, procuring kit and encouraging my son & daughter out of the beds on a Saturday morning to prepare for the local CCHC Camogie nursery or feted Fundamental Football Academy at Castleknock Celtic. This first incursion into Human Resource Management was mostly notable for finding the shin pads, track suits, gum shields, hurl, boots and other paraphernalia that was so casually discarded the previous week in various corners of the house. The initial approach was to do it all myself. The kids got used to this of course, and expected me to do it all for them. Luckily as a man with strong fingernails, I was able to get the football socks on my son eventually. The socks get smaller every week, the material contracts, and you need to build in contingency to pre-stretch them for 3 hours before the “leaving the house” phase. As we all know, 4 and 5 year olds do not understand time whatsoever. It is a fatal assumption to make that your daughter will understand what “we will be leaving at 9.30 latest” actually means. Time management is critical, because Daddy will always make out he knows where Ballymashindig’s home ground is, (just off the Navan Rd., just after the Church, behind the Spar.) Daddy will drive in the general direction of the Ground, ignoring the helpful map provided by the Mentor, and at the last minute revert to the low spec sat nav or phone app to try and bail himself out of the embarrassment of being late again. It is at this point that your key stakeholders will suddenly be able to tell the time, and realise that they might not get to play because of Daddy’s over confidence in his navigational skills of Dublin suburbs.

From a communications side, there are some very basic rules for your daughter that do not apply with your son. When watching camogie matches, don’t say anything whilst on the side-line. You are English, and know nothing about GAA, so please don’t embarrass yourself or me by trying to say something intelligent. Don’t make smart comments about needing a calculator to work out what 2 goals and 11 points v 3 goals and 6 points means. Don’t comment on the other players or talk to them. If engaging with the mentors and other parents, don’t disclose any information about your daughter’s personal life. I will be moody after the game, so accept it. If however at any time I need you, there will be an SLA in place that requires you to give me your undivided attention within 5 seconds. (Provision of drink, spare hurl, tie shoelaces etc etc). So, why is your son different? Women’s sport has been a massive part of my daughter’s life, and I am eternally grateful for all the hours spent together in various parts of the country and on a variety of surfaces. And my son has presented me with a number of key moments in my life on sporting fields that will stay with me forever. My current role as Mentor to a team at Castleknock Celtic is thanks to my children.

I was asked to help at the Academy at Castleknock, and have continued my association with the Club by managing teams at the 2003 age Group since 2007. Seeing all of the kids grow and develop onto the first and second teams over that time is a tremendous feeling. The D15 area is a real Sports community and I feel proud to have played a small part in that. Aspira have a CSR policy that really supports this type of activity. As parents ourselves, we all try and provide a working environment for Aspira staff and partners that allows people to watch, support and contribute to local sport. Cork City recognise this at a higher level, but it is the teams like Castleknock Celtic at grass roots that really appreciate companies like Aspira sponsoring them, or providing mentors or coaches. A simple aspect of this is flexible working hours to get to training on time.

When the opportunity to get our names on the shirts of CCFC 14A1 came along we didn’t need asking twice! As the season unfolds, we will be featuring the development of this new team on our website as part of our CSR updates. The team was formed to facilitate the next wave of development players at 2003 level. With two wins under our belt already, we are ahead of schedule. Let the project begin…..

Russell Moore, HR & Resourcing Manager, Aspira.

1% Better Podcast with Pat Lucey

Check out Rob-of-the-Green’s 1% Better podcast, where his latest interview is with our CEO, Pat Lucey.

Rob’s podcasts come out every week where he helps people to reach their full potential by sharing a few personal, professional, and general life hacks (tools, techniques, tips and advice) that his guests apply directly into some part of your day/life.

On this week’s episode, Pat Lucey shares some of his own personal journey and explains what drives, motivates, inspires, and challenges him to be the best that he can be.

The goal is that these conversations will provide you with some inspiration coupled with simple tips that you can integrate into your busy life to make you 1% Better.

So – if you enjoy listening to podcasts while you commute, or while walking the dog, check out the latest one at:

Episode 9 – Pat Lucey (CEO of ASPIRA) on Business, Project Management and the Berlin Wall!

 

 

 

 

Where’s Me Jumper: Putting smarts into Project Management !

Everything seems to be upgrading to a smarter version these days. Even jackets ! with Google and Levis recently announcing a collaborative effort in the upcoming release of their smart jacket.  Surely the days of losing one’s jumper at 0300 am in various establishments may be finally coming to end, solving one of the first world’s most pressing problems. The notion of such everyday items becoming smarter lead me to ask what new smarts are out there that could be applied to project management.

To make it easier and more efficient for project managers to manage projects and not get lost in a sea of complexity and change, I believe there are many new smart ways to improve project management performance. For this short blog, I have picked some of the PMI knowledge areas to see where “smarts” could be applied.

Project Time Management.

A lot of people still use Excel to manager project schedules. MS Project has been around for a long time and could not be considered new, however the new versions of Project Online certainly does bring a lot to the party regarding smarter scheduling. Ms Project online now allows Enterprise resource management (essential in today’s project matrix organisations), Portfolio Optimization, Anytime and Anywhere access via Browsers, Dashboard reporting as well as integration into Skype for Business and enhanced SharePoint integration. One thing having such new tools, I always advise for anybody working on MS Project to also take the MS Project Certification exam to make the best of such tools and to improve your scheduling skills

Project Quality Management

We all know quality is critical to any project. Many folk again still use Excel to record and managed defects. I would strongly advise using either enterprise quality / defect tracking tools such as IBM Rational Rose, MS TFS or perhaps use one of the many cloud based defect tracking tools to ensure you have a systematic process for dealing with defects and issue resolution. One should also consider the use if automated testing tools such as Selenium / Cucumber / Jenkins to save testing cycle time and to ensure consistent tests where appropriated.

Project Communications Management.

In a previous blog on Project Management and the Self-Destructing Project Update, I noted how the impact of the various social media platforms outside of work are beginning to have an influence on communication within the work environment. Many organisations already have begun to use enterprise-grade social media, although these business-focused tools tend to be a little different to the tools that flourish in the wild. For example, Yammer is deployed as a business-focused alternative to Facebook; various Instant Messaging tools such as Skype for Business take the place of WhatsApp and enterprise tools such as SocialCast are found in organisations as a replacement for micro blogging tools such as Twitter. It is certainly worthwhile to consider the communication channels that one can use these days in a project and perhaps cater better for the new generation of project team members.

Project Risk Management

Sometimes it is not a case of using a shiny new tool. We can become smarter too by learning more about how to deal with certain aspects of project management. Most project managers keep risk registers, but they are often static documents or repositories.  Dealing with risk is one of the most important jobs in any project and to this end I would recommend people taking the PMI-RMP certification in order to best equip one’s self to deal with topics such as risk process facilitation, risk monitoring and control as well as specific risk analysis skills. Learning more about how to deal with risk will make you a much more valuable project manager.

There of course many other new tools and techniques out there to help make our projects smarter and thus delivering increased value and the key is to ensure that you are aware of latest industry trends and products and methodologies that might make sure that you don’t feel “lost” at the end of your project and keep an eye out for smart jumpers coming to a Christmas near you.

World Recognised Project Management

If you could have a qualification with the power to open doors for you into multiple industries as diverse as IT to Engineering to Big Pharma and more, in any country across the world where you wish to work, would you let that opportunity pass you by? Neither would we.

 

Not everyone is cut out to be a project manager. It takes a certain level of determination, grit and sheer force of will to oversee and guide a long and complex set of interdependent tasks to completion inside an allocated budget. This is what makes it so fulfilling as a career. Great project managers are detail-oriented, have excellent organisational and perceptive, pragmatic planning skills.
 

For driven individuals wanting to embark on project management as a career, the time is definitely now. Project management job opportunities are plentiful and the supply never seems to meet the demand. That’s why it’s such a bankable and dependable career choice.

 

However, it is absolutely essential to have a professional – and industry recognisable – credential to your name to secure a lucrative role in Project Management. When it comes to Project Management training; what differentiates Aspira from all the rest is simply this: our training is more than a credential – it is effective, insightful and will give you actual techniques and templates to work with in your project management career. That’s why Aspira’s project management training is such a beneficial device to help enhance your ability to make the transition into project management.

 

Our industry experts have crafted a diverse set of project management course options which cater specifically to the differing needs of those in search of powerful incisive training. Whether you are looking for an introduction to project management essentials or become a recognised Project Management Professional (PMPTM) certified by the PMITM, or are looking to train your staff to be the best Agile Scrummasters on the market, Aspira has precisely what you need in our range of project management training options

 

All of our courses use the latest edition (5th Edition – March 2013) PMBOK Guide® as the core reference. By the end of our courses our trainees leave with a detailed understanding of Project Management terms, concepts and methodologies. Trainees are presented with real world project challenges providing opportunities to exercise their knowledge and skill before completing the course. Aspira project management training results in competent and confident project managers armed with all the skills and abilities required to effectively and methodically manage any project.
To talk to us today about the project management course that best suits your needs, you can contact us on: training@aspira.ie or direct call on: +353 21 235 2550

Enterprise Project Management Systems (EPMS)

In the fast-paced world of project management, there is a plethora of enterprise project management systems (EPMS) and tools available. Enough, in fact, to make any strategist’s head swim. When seeking out the most appropriate EPMS system for your business, you need to really be able to compare and evaluate systems in a like-for-like manner, and see beyond the sales guys’ baffling jargon and obtuse answers. If you have never purchased an EPMS system before, this is made all the more complicated as you don’t know quite what to look for, and what you might need going into the future. The icing on this complex cake is, of course, that apart from determining suitable functionality, you need to be able to estimate and align the costs across all the options available to you, and this is never straightforward if you are navigating the sales process for the first time.

Evaluation of EPMS Systems
This multitude of challenges is why Aspira offers EPMS evaluation and implementation services. Our seasoned industry experts will power past the sales presentations and get into the nitty gritty of what you will need your EPMS system to do. Due to our extensive experience and objective point of view, we can give you an impartial like-for-like comparison of all the leading EPMS tools as part of our EPMS Evaluation service and cover with you:

What licence fee structures are out there.
The pro’s and cons of using a Software as a Service (SaaS) model against purchasing and hosting the hardware yourself.
Functionality included out-of-the-box in all leading EPMS tools.
Functionality that can be easily configured by a system administrator role versus needing an experienced professional or developer to implement.
Functionality that is available at additional cost.
Estimation breakdowns across all your potential EPMS tools.
Alignment and ranking of EPMS tools according to your goals, requirements and budget.
Where optimizations to your business processes may be made due to the functionality of certain EPMS tools.

Implementation of EPMS Systems
Once you have selected the most appropriate EPMS tool for your enterprise needs, Aspira is pleased to be able to offer you our EPMS Implementation service. Our system integration teams are veterans at realizing business vision when it comes to implementing project management systems. Not only can we implement leading tailored project management suites, we have routinely achieved solid EPMS implementation and integration across major ERP platforms – whether it be Oracle, SAP, JD Edwards or Navision – our flexible and dynamic teams can ensure your EPMS becomes an essential part of your project management process.

At Aspira we understand that to deliver successfully for you is not just to get a system up and running, and that the selection of the right implementation partner brings a wealth of benefits such as:

An optimally configured system that meets your current and future functional needs with the least amount of customization, resulting in lower operating and maintenance costs.
A highly utilized system that becomes a deep-rooted and essential tool for your organization. Bad implementations end up being a waste of money as employees create manual processes to compensate for the lack of system flexibility.
A lower Total Cost of Ownership resulting from a highly resilient and accurately scaled architecture and infrastructure delivery.
Integration according to your established IT principles such as using ESB, EAI or SOA integration methods.
Streamlined business processes that can result in time, resource and cost savings.

Aspira understands that businesses need to see real return on investment whether they need an EPMS Evaluation or EPMS Implementation service. We are proud to stand over our abilities to deliver quality implementations that can result in real returns and real cost savings on top of better business processes. We can boost your business to achieve your business vision and bring viable EPMS to bear in your organization.

For more information on Aspira Services, visit our website on http://aspira.ie/ or send us a mail today on: info@aspira.ie

Risky Project Management

Project Risk Management is an essential activity often marginalised to the early phase of a project and subsequently neglected as projects develop. This type of risk management is a mere box-ticking exercise by ineffective project managers leading to perplexed project teams, pricey and perpetual delays – even cancelled projects. The irony here of course is the risk posed to the project by poor risk management is high and not easily fixed.

 

Detailed risk management must play an important role over the full lifecycle of any project – risk is not static or finite, nor can all risk be predicted at one time – therefore artefacts such as a Risk Register, Risk Assessment Plans and Risk Management Plans produced as part of the due diligence need to be maintained as living documents for risk to be mitigated.
 

Too often a risk management plan consists only of the identification of risk – as though its identification will automatically negate it happening. Good risk management details and documents all the known risks to a project but great risk management is able to identify the potential ripple effects of those risks if realised, and detail appropriate preventative mitigation plans as well ashighlight further risk which may be incurred out of the mitigation plan itself.

In addition, with the best will in the world, sometimes the risks do realise, and if there is no contingency plan in place, then the project team is left scrambling and the risk management has ultimately failed.

 

Aspira’s expertise at risk management is unparalleled and our approach is not easily replicated.

Our Risk Management Framework considers:

  • Review of risk management policies and procedures and offer solutions to strengthen your risk exposure.
  • Provide in depth risk identification, with full detail of the secondary risks posed.
  • Conduct a detailed risk analysis, identifying potentially impacted business and technological functions and plans.
  • Prioritize risk based on key criteria – financial, customer impacting, business critical – whatever the key criteria for the success of the project is. Aspira’s expertise in project management means our project managers are well equipped to support projects in terms of; prioritisation, to guiding influence, and to accurately estimate effort and budget.
  • Creates risk mitigation plans, addressing how those risks will be treated – how they will be mitigated to prevent them happening, and the plans that needs to fall into place if they do.
  • Identify your impacted stakeholders – this goes far beyond your standard RACI matrix – this outlines your key stakeholders and the impact that risk realisation may have on their interests in your project.

 

If your project requires a solid risk management foundation, an inflight risk assessment or a review of how risks were dealt with, Aspira has the expertise to expedite your risk management plan and limit your exposure.

 

Aspira’s Risk Management has resulted in our clients being able to:

  • Achieve complete business buy-in on the decision for projects to proceed based on complete risk assessment, offering confidence in budget stability.
  • Competently budget for contingencies based on the prioritisation of risk and their likelihood to occur.
  • Allow Project Managers to focus on the day to day project tasks rather than risk mitigation planning.
  • Save time and budget by having plans in place which can be immediately executed if risks do realise.
  • Allow project managers to immediately brief senior execs on the impact of a risk before it has happened.
  • Improve communication and allow for key stakeholders to be identified quickly.
  • Stop work backlogs and resource inefficiencies by concentrating on key high risk areas.
  • Complete projects smoothly engaging whether engaging in risk mitigation or risk treatment plans.

For more information regarding services Aspira provide, you can contact us from the website or send us a direct mail to: info@aspira.ie

The Hare And The Tortoise: A Case For Slow Project Management

For many years now, I have read this book at the behest of my young son (who is a huge fan of the tortoise) and despite numerous attempts on my behalf to change the story /ending on the fly, to add an element of the unexpected, the demand is always there to ensure that tortoise always wins, which of course he/she does every night.

Recently I started to wonder what does this fable offer project management and watching Trump attempting to launch a huge amount of his promised policy decisions in a quick initial burst of activity, the thought came to my mind of the need maybe to adopt an approach that I might term “Slow Project Management” and that maybe by slowing down as a project manager you might actually complete the project faster!

As mentioned in a recent post, the start of a project is the most critical (particularly in terms of requirements and the business analysis role). Taking some time out and slowing down is also just as important to the Project Manager, especially at the start of a project.

One simple way to do this is to treat the project kick-off process with as much care as possible and don’t be afraid to re-run or have a number of phased project kick-off meetings if you are not entirely satisfied with the outcome of the meeting and what you want to get out of it in terms of setting the project up for a good start.

Another effective method that we often use in Aspira as project managers, is running our “Pre-Mortem” workshop in the initiation phase of a project where we imagine the project as a failure and then working backwards to understand how it might have failed and documenting into a RAID or a similar tool that output of that process. This is run separately to kick-off meetings and again, although it does take some extra time, we find the process does help to identify potential future problems and allow mitigations to be planned and hence improve project success.

Taking such time outs along with increased reflection will perhaps protect against the over confidence of the “Hare” project manager and in the long run get you the destination faster.

Good Night, Sleep Tight!

For more information on Services Aspira Provide go to our website at www.aspira.ie. Alternatively, if you have any queries contact Aspira directly by emailing us on info@aspira.ie.

 

Created by:      Jerry Giltenane

Company:         Aspira

Position:          Professional Services Director

The First Nine Minutes

Recently I was listening to an interview with astronaut Chris Hadfield, when he was asked about how he personally coped with the risk of sitting in the shuttle, facing blast off and a stint of 6 months in space. His answer was interesting in that he noted that the vast majority of the risk that he and the mission faced occurred during a typical 6 month mission was in the first 9 minutes! Of course should anything go wrong within those first 9 minutes, then it would have tragic and severe impact both on the astronauts and the mission.

In many respects space travel is the ultimate project, however I would argue that in most earth based projects, that the first “Nine Minutes” may even be a biggest risk to a project.

It is in the early stages of a project that the key tasks of gathering, understanding and approving the requirements to allow the scope of the project to be clearly and correctly defined is undertaken. The big difference though between the first 9 minutes of a shuttle mission and your typical project start phase is that in most cases, mistakes or errors in the initial stage of a project (particularly in requirements) will not become apparent until the end or towards the end of the project and end up being very costly in terms of rework where as in the case of Chris Hadfield, issues become more apparent quickly and dramatically.

One might think that the importance of good requirements management is well known and common sense , but in reality, research shows (no alternative facts here) that the rate of project failure attributed to poor requirements is actually increasing. This PMI Report notes that “inaccurate requirements gathering” as a primary reason for project failures grew from 37% in 2014 from 32% in 2013. This is somewhat surprising, given the rise in the numbers of project managers being certified as well as increased project training and better tools.

It is clear that more emphasis must be put on the requirements phase of a project and indeed the PMI have also recognised this in terms of their new BA certification programs as well as the growth in the importance of the IIBA and their CBAP certification path. Having taken the CBAP certification a few years ago (primarily because I saw at first hand the frustration of incomplete, incorrect and poorly managed requirements), it certainly drove home the importance of work of a BA and the tester, as both these roles are becoming more and more important in today’s more world of more complex projects across more borders, timezones and cultures. Indeed in my view today’s project manager must understand intimately such roles and how they interlock. They must also study and undertake certifications such as the CBAP and indeed testing certifications to ensure that the project does not fail during those vital early stages due to a more mature approach to requirements and test management.

This Article was created by: Jerry Giltenane, Professional Services Director at Aspira.

Opportunity Knocks

If you could have a qualification with the power to open doors for you into multiple industries as diverse as IT to Engineering to Big Pharma and more, in any country across the world where you wish to work, would you let that opportunity pass you by? Neither would we.

Not everyone is cut out to be a Project Manager. It takes a certain level of determination, grit and sheer force of will to oversee and guide a long and complex set of interdependent tasks to completion inside an allocated budget. This is what makes it so fulfilling as a career. Great Project Managers are detail-oriented, have excellent organisational and perceptive, pragmatic planning skills.

For driven individuals wanting to embark on Project Management as a career, the time is definitely now. Project Management job opportunities are plentiful and the supply never seems to meet the demand. That’s why it’s such a bankable and dependable career choice.

However, it is absolutely essential to have a professional – and industry recognisable – credential to your name to be a successful Project Manager. What differentiates Aspira from all the rest is simply this: our training is more than a credential – it is effective, insightful and will give you actual techniques and templates to work with in your project management career. That’s why Aspira’s Project Management training is an indispensable device in the toolbox of any successful Project Manager.

Our industry experts have crafted a diverse set of Project Management course options which cater specifically to the differing needs of those in search of powerful incisive training. Whether you are looking for an introduction to Project Management essentials or become a recognised Project Management Professional (PMPTM) certified by the PMITM, or are looking to train your staff to be the best Agile Scrummasters on the market, Aspira has precisely what you need in our range of project management training options.

All of our courses use the latest edition (5th Edition – March 2013) PMBOK Guide® as the core reference. By the end of our courses our trainees leave with a detailed understanding of Project Management terms, concepts and methodologies. Trainees are presented with real world project challenges providing opportunities to exercise their knowledge and skill before completing the course. Aspira Project Management training results in competent and confident Project Managers armed with all the skills and abilities required to effectively and methodically manage any project.

To talk to us today about the Project Management course that best suits your needs contact us today.