Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Proposal for Educational institutions and Business organizations to conduct value added workshops for their students / employees. The concept is supported with real life examples to make participants more familiarize with the skill. Techniques used in each skill are assembled and structured in a simplified format for easy understanding. Clipping is a handy way to collect and organize the most important slides from a presentation. In the Benchmark Report we decided to take a look at what project practitioners have actively done to increase their knowledge in the soft skills area. Respondents could choose these options – taking an accredited course, in-house (company) training, self-study or nothing at all. The table to the left shows us the most popular soft skills areas when we consider accredited courses and in-house training combined. Due to the fact that much of the soft skills training is delivered via in-house training, it makes sense to understand a little more about which organisations provide this.
The table above shows which soft skills training is the most common depending on the size of organisation. Taking a closer look at the figures for people who have done no study in the soft skills area, we were interested to see if there were any correlation between no study and the organisation size.
Assertiveness training is obviously an area not considered by organisation and practitioners alike. Looking at the results further, we were interested to see if there were differences between those who work as project practitioners on a permanent basis versus those who opt to work as contractors.
The top three soft skills are the same, with Leadership taking the lead for the self-employed.
Finally, something that always interests project practitioners, is there a difference in take up based on gender?
In terms of take up, male project practitioners are more likely to take accredited and in-house courses than female project practitioners. When we started this year’s Benchmark Report we wanted to understand more about how a project practitioner chooses to learn, develop and grow.


Lindsay Scott is Director of Arras People, the programme and project management recruitment specialists.
TwentyEighty Strategy Execution helps people around the world improve the way they manage their projects, contracts, requirements and vendors through innovative learning.
Our instructors are experts in their fields, with extensive experience in conveying key concepts and lessons and helping individuals and teams realize and internalize those concepts and lessons. This would build up their confidence to apply newly learned skills in real life situations.
We selected nine areas of soft skills and asked respondents to indicate which of the following types of learning they had undertaken.
Managing People is perhaps no surprise due to the number of organisations that run courses for new managers as a matter of course. Interestingly, the largest size organisations have Leadership at the same level as the smallest organisation. Likewise, facilitation.  When we consider an area such as conflict management, an area that many working in project management would agree is one which many practitioners will face in the course of their work, we can see the lack of take up in training. It could be that employees are more likely to undertake generic Managing People courses due to fact that they are permanent employees.
Do male project practitioners undertake less study and training than female project practitioners? Female project practitioners are more inclined to focus on communication and people whilst their male counterparts focus on leadership.
Take Managing People as an example, 74% of male project practitioners indicated they have done so versus 69% of female project practitioners. Lindsay is the project management careers columnist for PMI's Network magazine and co-editor of the Gower Handbook of People in Project Management. This blog is to re-enforce our commitment to the industry and provide a useful tool to the PM Community. Having duly examined the requirements, I am confident that my proposed services will effectively address the needs of your Institution.
The continued application would sharpen the skills and thus will become an integral part of their life style. We know that much of the focus of training and development spend is on accreditation and courses that provide certification.


If a project practitioner is looking to improve on their core skills in these areas they are reliant on the organisation providing that. For people considering a career in project management, or looking to progress in their career, it is worth noting that this list gives them focus when it comes to learning and development matters. Looking at this table as a project practitioner interested in developing your leadership skills, you could be forgiven for thinking that a medium-sized organisation is more likely to give you the leadership training you need.
For those working in smaller organisations,(50 to 249), 42% of practitioners have no training or further study in this area. Likewise, Leadership taking the lead for contractors may also be indicative of the level of experience contractors tend to have in order to work successfully on a freelance basis.
We will take a look at how working in an organisation of a particular size may have a negative impact on practitioners gaining this crucial training.
The differences are small and when we look at employees versus contractors in terms of those that don’t take courses or further study the averages are close to 20% for both parties. Without the organisation running soft skills training would the accredited course and self-study numbers increase? Yet, we also know that successful project practitioners are those people who show strength in their character and personality, in leading and managing teams, communicating well with all the key players in a project, influencing, persuading, managing conflicts and so on.
Before we do, it is also worth noting the number of people who have done no study of any kind in these core areas.
Would practitioners personally choose to spend their money on this kind of self-development? It is a question which is difficult to answer, yet we see about a quarter of practitioners today undertaking no study.
The word multimedia appeals as if there can be either knowledge based audio visual lectures to increase your existing awareness about a particular topic or there can be behaviour modelling technique which teaches you how to deal with specific, real life situations that you encounter most frequently.
Because a trainer will develop an intentional plan to work on areas that need improvements.



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