Rebles Guide to PM

1. Portfolio Management: The Career Move You’ve Been Looking For?

   

   Are you looking for the next step in your career?

   Project managers who want to move more into a strategic delivery role don’t always have that many choices. Career paths tend to lean towards larger, more complex and more strategically important projects, or program management.

   Have you thought about moving into portfolio management?

   

   What does a portfolio manager do?

   Project portfolio managers are senior business leaders. It’s still a project delivery role, but it’s operating at a much more senior level, and you aren’t hands on in any project unless you are called in to troubleshoot.

   In a portfolio management role you are likely to be responsible for a team of project and program managers, with portfolio management being an additional responsibility to the line management of those offices.

   I’d argue that this is where most of your effort should be, so if you can get the line management of the delivery teams handled by someone else, that would give you more time to focus on the strategic elements of the job.

   It’s a leadership job

   As a portfolio manager you might head up a division with a significant amount of project management work, or you could be a Project Management Office manager or a project sponsor.

   Of course, every portfolio manager has a slightly different focus and sphere of operation tying back to the business culture and the environment they operate in.

   If you haven’t had this role in your business before you’ll probably get quite a lot of latitude about what you actually do day-to-day – many portfolio managers can shape the job to fit their interests and skills as long as the other key responsibilities are also met by people in the team.

   Positions at this level carry a significant amount of influence over strategic direction and policy. Is it sounding like something you’d be interested in so far?

   Key responsibilities for project portfolio manager

   Some of the key responsibilities of a portfolio manager include:

   Taking responsibility at the highest level for the successful completion of complex projects. That would include allocating the correct project manager and supporting team members. You could be the project sponsor for significant high-profile projects with far-reaching impact, political sensitivities or business criticality, and high-risk dependencies across the business.

   Choosing the standards, approaches, methods and tools for projects or the division including taking the decision about what certifications your project managers and team members should have.

   Ensuring that all project management best practices are followed including effective change control and risk management.

   Monitoring and controlling the complete set of projects in the portfolio, with a special focus on resourcing across the business and managing the budgets.

   Managing the expectations of everyone on the project from executive sponsors to end users, including key suppliers (ones that are used across multiple projects or programs – you wouldn’t get involved at an individual project level) and other relevant third parties.

   It’s a busy and significant role that would appeal to project managers who want to move into a position that’s strategically important and yet still uses a lot of the core skills they built in a project delivery job.

   Key skills portfolio managers need

   As you’d expect, the key skills required for the job are the kinds of skills you need to be an effective program manager or senior leader in any other leadership role. For example:

   • Effective communication
   • Soft skills (PMI power skills, or interpersonal skills) like conflict management
   • Leadership skills
   • Understanding business benefits and strategic objectives
   • Being able to work with senior managers and building relationships with key stakeholders
   • Business acumen
   • Analytical skills.

   It’s a rewarding career that also requires specialized skills like synthesizing information and reporting.

   How to move into portfolio management

   If this sounds like it could be the next step in your project management career, first, you need to be in a business that puts emphasis on portfolio management.

   While you can incorporate some of these elements into your job if you manage a PMO or a large division, it’s going to be far more effective if you have the support of the exec.

   That’s something to work on first!

   Assuming you’ve got that within your business, and there’s an awareness of the value that project management best practices and strategic execution can have on business success, then you need to look for ways that your project and program management experience lends itself to the strategic awareness and critical thinking required in the portfolio role.

   Do you need a certification?

   You don’t need a certification to be considered for a portfolio manager role. Hopefully your practical experience speaks for itself.

   However, you might find it useful to have a certification if you are applying for jobs as it can help employers take you seriously. Certificates, or even a degree in project management, help employers identify that you’ve got the theoretical knowledge. It can be hard to establish if someone can do the job, so help them out by making it obvious you can.

   There are certifications you can take that provide you with the tools, skills and frameworks required to be able to work in a portfolio management position, so it’s definitely worth mentioning this to your manager if you want to take your career in this direction.

   Portfolio office roles

   Finally, there are more jobs in the portfolio office than Portfolio Director. You can move into the area of portfolio management through a position in the PMO, or by taking a sideways move into a management role in the portfolio office.

   Once there, you can build your skills, check out how you feel about the roles on offer (as it’s quite a different outlook to the role of a project manager) and think about what you need to develop in order to get the top job one day.

   Resources for Learning More

   Here are some books about portfolio management that I can recommend. They are useful further reading if you want to learn more about what it takes to run a successful portfolio.

   Management of Portfolios

   Management of Portfolios is the Axelos best practice guide – the book from the same family as PRINCE2.

   This is the guide that I would start with, if I were you.

   The Handbook of Project Portfolio Management

   The Handbook of Project Portfolio Management is a real guidebook. Edited by Dennis Lock and Reinhard Wagner, it brings together expert contributors so you get a lot of different perspectives on the practical processes, tools and techniques for running a portfolio.

   This is the desk reference you’ll want if you’re going to impress at interview.

   Executing Your Strategy: How To Break It Down and Get It Done

   Executing Your Strategy is by Mark Morgan, Raymond E. Levitt and William Malek (Harvard Business Review Press).

   Strategy isn’t something static any longer. This book talks about how to ensure your company’s strategic portfolio fits with the changing business landscape and flexes dynamically with you as it needs to. The authors set out an six-step approach to making sure that your strategic projects are the right strategic projects, and that they are carried out in the right way.

   Taming Change With Portfolio Management: Unify Your Organization, Sharpen Your Strategy and Create Measurable Value

   Taming Change by Pat Durbin and Terry Doerscher (Greenleaf Book Group)  was the first book about portfolio management that I read and it’s a comprehensive overview of what it is and how it works. Billing itself as a “definitive” resource, you’ll certainly find a lot in here to help you understand how successful portfolios should operate in a world of constant change.

   Strategic Project Portfolio Management: Enabling a Productive Organization

   Strategic Project Portfolio Management by Simon Moore (Wiley) is the shortest book on my list and the easiest introduction, without being shallow in its coverage. It includes pointers on what to do and, importantly, what not to do.

   Aimed at executives, it will give you the background to be able to talk knowledgeably about what portfolio management can do for your business and how you can get there.

   This article first appeared on Rebel's Guide to Project Management and can be read here: Portfolio Management: The Career Move You’ve Been Looking For?

2. 4 Common Change Models and How Useful They Are at Work

   

   Project managers deliver change all the time, but in my experience, we aren’t always focused on the change side of change… if you see what I mean.

   Project managers tend to focus on the delivery and execution, and hopefully there’s a change manager who picks up the impact on the end users.

   But if there isn’t, then you need to spend at least a little time on making sure your project changes land well. Employees experience change in different ways: some embrace it, while others resist.

   Whether it’s a new software rollout, a company restructure, or a shift in business strategy, change requires people to adapt both emotionally and structurally. And that can be hard.

   

   The change models

   As part of my mentoring training, I looked at four well-known change models: Kubler-Ross, Bridges, Lewin, and Kotter, and their relevance to workplace change. While some models focus on the emotional journey individuals go through, others provide structured processes for leading change successfully.

   Both approaches are worth taking into account when you’re preparing for project delivery, because we need to acknowledge that people are emotional beings who also have to change the way they work as a result of our projects.

   So, for project managers and team leaders, understanding these models can be invaluable. Knowing more about them can help you tailor your stakeholder engagement and help you decide on management strategies for leading the project.

   1.    Kubler Ross

   You’ve probably seen the Kubler Ross change curve, it’s the one of the popular change management models.

   The challenge to the Kubler Ross model is that it was designed for people who are grieving, and therefore they are starting in a very different place to individuals who are going through organizational change. It’s useful, but I think we should review it critically when considering it in the light of personal development.

   The Change Curve is the version that is used for organizational change and is based on Kubler-Ross’s work in the 1960s.

   It is not a smooth curve because people go through ups and downs in dealing with change and the emotions associated with it. The commonly-acknowledged steps are:

   1. Shock
   2. Denial
   3. Anger
   4. Depression
   5. Acceptance
   6. Integration

   This is different from the original work into grief which only had 5 steps, and the change curve seems to have various variations as it has evolved or been put to different uses over the years.

   I think people can move through some of the stages quite quickly. Reflecting on this, I did not think that I had personally acknowledged ever feeling denial at work for example, following the shock of an announcement like a redundancy programme, but reading more about it, denial shows up as questioning the decision and thinking that there is no need for change, and I have definitely done that.

   Once that stage is passed, people feel suspicious, isolated or worried. It takes time for acceptance and integration and understanding that others feel the same way and that they are not alone is helpful.

   Best for: Understanding individual level feelings related to change. However, you need employee feedback to be able to act on it – if no one shares how they are feeling you’re kind of flying in the dark.

   

   2.    Bridges Transition Model

   Bridge’s transition is similar to Kubler Ross in that it considers the emotional journey people go through.

   There are three phases:

   • Ending
   • The Neutral Zone
   • New Beginning.

   The way the three phases are described graphically in the image below shows that people take different lengths of time to come to the new beginning and accept the change they have been through. Some people never get there.

   

   Example:

   When we launched a new software system in my old job, the people who could not get on with it were eventually let go as it was a requirement of their role to be able to operate the new software. This is a final resort, as ideally we would be supporting and mentoring people through the change so they come to the new beginning in a reasonable amount of time.

   What I like about this model is that it makes evident the transition. The change is what is done to people (a new leader, a merger, a process change etc). The transition is the personal journey that people go through to make peace with the change. We can influence how quick the journey is by recognising what has been left behind and supporting people to let go of what has been and manage the confusion and potential distrust of what is coming to land safely in the new beginning.

   Best for: I think this works well for large-scale changes like operational restructuring.

   3.    Lewin

   Lewin’s model is one that is taught in project management but it’s less about the emotional journey that people go through (like Kubler-Ross and Bridges) and more about the process of creating that emotional journey by structuring the experience that people go through.

   The steps are:

   1. Unfreeze
   2. Change
   3. Refreeze

   I like this as it’s really simple and it shows the need to ‘break’ old behaviours in the Unfreeze stage to make space for the change. The change itself is surrounded by activities that support behaviour change to ensure people are brought along with the change.

   Best for: I think this approach works well for continuous improvement. You can use it on a small scale to talk about incremental changes.

   

   4.    Kotter

   Kotter is an 8-step change management approach that again focuses on the process for an organisation to deliver change rather than the emotional journey that an individual experiencing change goes through.

   However, it does prompt reflection and action on the personal experience as part of the process as without that, the change will most likely fail. It’s a very structured approach.

   The steps are:

   1. Create a sense of urgency
   2. Build a guiding coalition: this is a network of super users or change champions
   3. Form a strategic vision: I think it’s important to do this first actually, as otherwise what are you creating a sense of urgency about?
   4. Enlist a volunteer army: this step is about empowering people to rally around the opportunity and decide actively to commit and contribute to the change. In my experience, we don’t always do this because we aren’t creating the kind of change that needs a grassroots movement to support it.
   5. Enable action by removing barriers
   6. Generate short-term wins: in our projects, we do try to have short-term wins because they keep momentum going and create stories that we can share to encourage others or to continue the support for the project.
   7. Sustain acceleration: this is just doing more of the same so you get more wins.
   8. Institute change: this is about embedding the change so it becomes ‘how we do things around here’ and the normal ways of working.

   I think Kotter’s change model is worth knowing but feels over-engineered for most small scale project change.

   For project team members, it’s probably a bit overkill too, as individuals would be part of the organizational change but aren’t typically leading it so would not be working through these steps. It’s got to be led at organizational level.

   I think you’ll need strong commitment to this as a leadership approach with buy in from the top if you want to adopt Kotter in its purest sense.

   Best for:Kotter is useful for addressing employee resistance and changing company culture.

   

   Practical ways for project managers to use these models

   Here are some ways that you can use these models in real life as part of project management process.

   Offer perspective

   Sometimes I have been through a similar change in the past. One of the steps in Kubler-Ross is the anger/depression stage and it can help people get through that stage if they know that others are feeling the same way.

   If I can share my personal perspective as a mentor or project team leader (of this change or a similar change I have been through previously), it may help my colleagues realize that they are not alone.

   Offer a safe space to reflect

   People might not be open to talking to business leaders about what’s bothering them, but they might talk to you.

   I had an email exchange with a colleague recently and she had been offered a new job and wasn’t sure if she should accept it. I emailed her back some reflection points about the commute, sense of community, what it might mean to go part time so she could consider those.

   A big change on a personal level normally needs some time for reflection and as a trusted colleague, I can be a sounding board for project team members or mentees to talk through their reflections in a safe space, if they prefer to do that rather than reflecting alone.

   You can also help people reflect on their skills and the area in which they would like to develop. While mentoring another colleague, we’ve talked often about career progression and what her next steps might be, and now I have an insight into where she wants to go, I can help her uncover the skills that would let her be a success in that future role.

   Offer direction

   When people need a clear route forward through the change, as a project manager, you can offer clarity. For example, if a colleague is struggling, you can say, “Have you thought about bringing that up with your manager/going on that training course” or something similar.

   This could help a colleague with a smooth transition to whatever the new ways of working might be.

   Offer knowledge

   Sometimes given the project leadership role you have, you’ll have access to information that others don’t have. For example, I was able to connect a project team to the appropriate operational expert who needed to sign off on the work before it went live, as they weren’t aware of that required step.

   Even small things like that can help with successful change management for your project. Remember, these change management models are management tools, so adapt them to make the most of employee engagement (whatever that looks like for you) and you’ll end up with a smoother transition.  

   This article first appeared on Rebel's Guide to Project Management and can be read here: 4 Common Change Models and How Useful They Are at Work

3. 10 Things I Love About Managing Projects

   

   I've been managing projects for over 20 years, so I guess I must kinda like it!

   Below, I share the best bits about managing projects. It never fails to amaze me that I still love it, after all this time, but partly that's due to the fact it never gets boring.

   And that leads us straight into Reason 1...

   #1. The variety

   Today, IT, tomorrow you'll be talking to Marketing. Every day is different! Every project is different. If you want to move between projects and disciplines within your business it's relatively easy.

   The job has so much variety, both in terms of people, the scope of projects and the kind of tasks project managers do.

   There are so many different project management roles, so you can find an area that you love. And there is often clear career progression so you can see the next step to getting promoted.

   #2. Leading a team

   Teamwork makes the day more interesting. Plus, leadership is a fantastic privilege. You get to inspire and motivate people.

   You can encourage people to do their best work, remove roadblocks and really make a difference to the lives of your colleagues.

   

   #3. Getting to try new things before everyone Else

   This is quite a selfish reason, but one of the best parts about managing projects is you get to see what's coming before anyone else and test it out. This is particularly the case for new technology.

   It's a great opportunity to get your hands on the latest apps, tools, systems, and more before your colleagues in the wider organization get to use them!

   #4. Problem solving

   It's satisfying to put things right. The process of problem-solving is enjoyable too: the research, analysis, synthesis, and then the power of being able to make an awesome recommendation.

   Plus, it's a chance to be creative as a team.

   

   #5. Introducing new fhings

   Delivering change is fun! Introducing new things into the business is a privilege.

   Whether it's new software functionality, processes, small changes or transformative programs, it's hard work.

   But when you get it right, it's amazing. People appreciate what you've done and how you've improved the way they work and the way the business operates.

   That's a special feeling -- it makes all the hard work of project planning, execution, and delivery worthwhile when you have a successful go-live.

   #6. Communicating

   There's so much communicating required in a project management role. I really enjoy this part of the job because it gets me out, meeting people. Plus it's important if you want to understand where your stakeholders are coming from.

   Communication goes both ways. It's so important to listen to your colleagues, your team, your stakeholders, your sponsor, and anyone else -- because through listening we come to understand better how to communicate the change that is happening.

   Think of ways where you can build feedback loops into the way you communicate so there are plenty of ways for people to get in touch with you.

   In other words, make it easy to communicate as a team!

   #7. Delivering value

   With project work it's easy to see how your contribution makes a difference. You should be able to draw a direct line between the work of your team on the project, and the strategic objectives for your organization.

   When you can make that connection, it's easier to motivate your team. Plus, you'll feel more motivated in the day job as well because you know what you are working on is going to have a positive impact.

   #8. Transferable skills

   Project management is a fantastic skill to have because it's in demand but also because it helps you in other areas of life too.

   Having transferable skills like planning, team leadership, and communication help future-proof your career and make you more marketable. Whether you want to move into program management, portfolio leadership or some other role completely, what you learn as a project manager will help you land your next job.

   #9. The other people

   Project management gives you access to lots of different areas of the business.

   This is one of my top reasons for loving the job: instead of only ever seeing the workings inside one department, project work is multidisciplinary and cross-functional.

   There's a huge career benefit for this -- you get to see how the rest of the company works, so it makes you more valuable to the business and perhaps you'll find another area where you want to build your future.

   It's a really positive way to build relationships and network across the organization.

   #10. Flexibility

   Project work is hard. Particularly at the beginning and the end. These are the busy times, when you may not feel that you have the flexibility to be... flexible.

   But project work is inherently flexible. You can do many of the tasks required from home or the office. You can work on-site. There's a lot of knowledge work involved which you can do early mornings or late nights, whatever suits you best.

   That only works if you have the support of your management team. If you can get that, managing projects is a good option as a career that allows you to balance work and family.

   Don't get me wrong: it's often busy, incredibly stressful, and long hours. But I'd rather do that from home in my jeans and a jumper than with a long commute and wearing a suit every day!

   Not all project management jobs will give you this flexibility, but if you can find one, you'll flourish.

   Check the job description of the project role you're going for (or that you have), or take a look at your contract. You might be surprised to learn you already have more flexibility than you think.

   This article first appeared on Rebel's Guide to Project Management and can be read here: 10 Things I Love About Managing Projects

4. Unconscious Bias in Project Management: Challenges, Solutions, and Real-World Impacts

   

   How often does your brain take shortcuts? If you’ve ever questioned if you really did clean your teeth this morning, you’ll realize that your brain takes shortcuts all the time.

   Unconscious bias is another shortcut. It shapes many of our decisions without us even realizing it. From hiring choices to project planning and team dynamics, these biases, deeply ingrained through culture, experience, and cognitive shortcuts, can impact fairness, efficiency, and innovation.

   Unconscious bias is particularly significant for us in a project managementenvironment, where time pressures and quick decision-making often mean we lean into familiar patterns and assumptions. Sound familiar?

   So let’s get it out in the open and talk about it consciously. Let’s explore how unconscious bias shows up in projects, the risks it poses, and what we can actually do it about so you can mitigate its effects. We can work towards more inclusive and effective project environments, and if you can, wouldn’t you want to?

   

   What is unconscious bias?

   Bias is defined as:

   a prejudicial behaviour in favour of (or against) something that is based on personal inclination rather than fact.

   In other words, it’s an unfair shortcut in thinking and often we are not aware we hold them: bias becomes ingrained in behaviour and as such we need to be conscious of heuristics, preferences, unspoken cultural ‘norms’, stereotypes and more that might affect decision making. The effect could be positive (e.g. promoting someone) or negative (choosing not to hire someone).

   Unconscious bias is where the individual isn’t aware that their choices and actions are being shaped by their assessments of others. It’s one of several types of bias that can affect decision-making or how people contribute at work.

   This stems from the brain’s inherent preference towards creating shortcuts and categories to make sense of data based on learned and lived experience. The individual may consciously hold inclusive values alongside unconscious bias.

   As our brains work against us by creating shortcuts and assumptions, we have to be conscious that is happening and actively try to dismantle unconscious bias to create a more inclusive and equitable working culture.

   I took the Implicit Association Test (IAT) for career/family/male/female and at the end it showed the generalised results:

   

   It’s unsurprising but still disappointing that the majority of respondents show an association through unconscious bias of male/career and female/family. It’s a really interesting test to do as it forces you to think about why your brain is slow!

   How unconscious bias shows up at work

   Projects can be time pressured and often project managers are working on multiple initiatives during the same working week. When we are pressured, the brain will often choose the ‘easiest’ route for decision making.

   As a result, unconscious bias may come out more when people are busy and short of time, as they default to known behaviours without reflecting or pausing to ensure these are the best course of action.

   Bias can impact workplace decision making e.g. ‘she doesn’t need support as she’s experienced’ or ‘we know her so we assume positive intent with that mistake and won’t take disciplinary action’.

   I am not involved with salary setting or hiring, but I’m aware that salaries and promotions are offered less frequently to women (generally, I have no evidence of that being specifically the case at my organization) and that research shows men are thought of as more appropriate for certain roles.

   Other examples could include:

   • Limiting a woman’s career opportunities on return from maternity leave due to perceptions and bias around her new family commitments.
   • Older workers being asked to do more technology training due to “not having the skills.”

   A real-life example on one of my projects recently was the perception that older beneficiaries would not have or use email addresses and so we should continue to send out documentation via the post.

   We do have data on how many email addresses are captured within the patient records and were able to disprove that, highlighting that many beneficiaries do have active email addresses we could use. This contributes to changing behaviour about posting documentation and ultimately helps us achieve sustainability goals by using less paper.

   

   Overcoming bias in projects

   As a mentor, part of my role is helping mentees understand bias at work and how it might be affecting them (if they are on the receiving end) or how they might be contributing to it through their treatment of others and decision making.

   Some general steps I’ve picked up from my research include the following.

   Helping mentees and others be self-aware and being self-aware myself and being aware of our emotions, time pressures and how those play into how bias shows up.

   Making sure project teams are made up of diverse voices and creating a culture of openness and honesty where we can share and talk about bias openly.

   Ensuring fair recruitment practices: competency-based standard questions for all, evidence-led, no photos, no names, gender removed from applications, using colleagues from other departments for hiring so they have ‘no skin in the game’.

   Ensuring fair staff evaluation processes: having templates and standard assessments for end of year reviews etc to ensure staff are evaluated against criteria fairly.

   Using evidence in feedback: instead of ‘it feels like’ – giving constructive criticism based on evidence.

   Using multiple sources to seek out information to inform decision making e.g. focus groups, surveys, interviews. We do this on some projects but not on all.

   Providing the option for anonymous feedback provision to avoid conformity bias, getting opinions 1-1 before a meeting so people feel they can say what they think instead of having to agree with, or having their opinions shaped by, what everyone else is saying.

   This is something I do before a meeting that I know is going to end up with sharing challenging views, and it’s something I recommend to mentees too if they are concerned about conflict and controlling a conversation in a meeting setting.

   Read next: How culture can impact communication in the workplace

   What can you do to minimize the impact of unconscious bias on projects?

   Beyond the ideas I gave above, have a read of your company’s policies. Check to see if you have an Equality, Diversity and Inclusion policy. Read the recruitment policy and see what it says about making sure applicants are treated fairly. See what support your HR team offers to ensure these policies are upheld.

   Ask if your company reports the gender pay gap and ethnicity pay gap, and if they don’t, why not.

   I think most of the guidance I have found has been aimed at and most relevant to team leaders. In a project management role, we do not have direct line management responsibility but would still need to form, lead and work with teams, so there could be more signposting to relevant resources for non-managers.

   The single most important thing to do is to make sure you are aware that unconscious bias is a thing. Check in with yourself and your team every so often to make sure you are challenging assumptions so that any bias can be called out and addressed.

   This article first appeared on Rebel's Guide to Project Management and can be read here: Unconscious Bias in Project Management: Challenges, Solutions, and Real-World Impacts

5. The Productivity Blueprint Training

   

   How to be productive when you run out of time every day

   Productivity comes from how you prioritize and use your time in a way that matters, and that means focusing on the important things and setting boundaries. But how do you do that when you barely have time to get a coffee during the day, let alone strategize on time management techniques?

   I learned how to manage my time in the right way, and now I'm sharing my Productivity Blueprint with you.

   Want to get your time under control? Watch my workshop

   During this training, you'll learn:

   • Why you need to be a portfolio thinker
   • Two ways to prioritize even when everything is important (so you can pick your favorite)
   • How to use the time triangle to set boundaries you can stick to
   • 'Square' and 'triangle' time management strategies that literally tell you what to focus on first
   • A whole bunch of tactics to get the most out of your time with others…
   • And more tactics to help you plan time to actually do your work.

   This highly practical session, focusing on how to get stuff done in a real-life way. You'll also get:

   • Checklists for what to do at each project stage and for each area of focus
   • Daily, weekly, monthly and yearly checklists for the things you really need to focus on to stay productive and keep your projects moving forward
   • Productivity for Project Managers ebook: 26-page ebook with proven tips to help you get more done at work
   • Productivity Hacks: This 8-page ebook offers 14 tips that are easy to implement that will give you quick wins for getting more done
   • Some fun extra bonuses!

   

   Why learn with me?

   I'm the author of Managing Multiple Projects, and I've been leading business and tech projects for over 20 years. I'm an APM Fellow and a mentor, and I still work as a practitioner alongside my writing and training.

   When

   On demand! The training was taught live on 27 January 2025 and is now available as a replay.

   How much

   The training and all the additional templates and resources is only $19.

   Buy now

   
   

   Prefer to buy in £GBP? You can do that here.

   FAQ

   Here are some FAQs to help you decide if it's the right training for you.

   What’s the time commitment?

   Overall, the time commitment is about an hour, plus any extra time you spend working through the templates and resources.

   What’s the background of participants?

   Most of the other people who have taken this course are early or mid-career professionals working in project delivery/project management roles.

   Students are a good mix of people at various stages in their careers and from different industries.

   What about if I work in an Agile team?

   This training is about personal time management, so we won't cover sprint management or iteration planning. It's about making sure you set up your individual work day in the best possible way, and work effectively with your colleagues.

   Can I claim PDUs?

   Yes. You will be able to download an attendance certificate that you can use as evidence for your portfolio. However, I am not a registered PMI authorized trainer.

   Can I claim the cost through my company?

   Yes. Get in touch and I can send you an invoice.

   When will you be running this training live again?

   I don't know! I last ran this course in 2022 I think, so it might be a while before it comes round on the rotation again. If you want to work with me 'live', you can book a power hour call.

   This article first appeared on Rebel's Guide to Project Management and can be read here: The Productivity Blueprint Training