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Learning and development

stones_stacked“Sometimes, when learning precedes experience it doesn’t make sense right away”, Richard Bach

Personal development must ultimately affect the attitudes and beliefs of the participants, otherwise the impact on their performance and their behaviour fades quickly.   New knowledge is lost without a context within which it is useful, and skills are never properly formed without practice.  So many training providers, so many training courses, offer little more than lists to learn and token tasks to try out, and their value back in the workplace, even when very  intensive and leading to accreditation, is low.

With PiCubed’s business and university background, the focus of all we do is to alter the capability of an organisation and the individuals working in it.   Using a variety of techniques, and sensitive to the different learning styles of people, our learning events, whether structured courses, workshops or informal coaching sessions, have  high impact.  The purpose of every learning event is to provide ‘accelerated experience’ and to challenge the participants to actively better their own and others’ performance.

In the change and project management communities we specialise in, we go well ‘beyond method’ to develop memorable models, highly relevant approaches to making good judgements, correct decisions and effective actions.  Participants take away the lessons learned from their professional peers from across the world; they take away tools and techniques they can immediately deploy in their workplace; and a permanent connection to the expertise and support of PiCubed.

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  • RSS Recent Posts

    • Lessons from the best PMOs in the world
      Over the last three years I have had the privilege to be involved as an international judge in the PMO Global Alliance Awards and as the chairperson of the judging committee for the South African PMO Awards.  Here are just some of the things I learned from some of the best PMOs in the world. […]
    • Great project managers have great networks
      Much research over the last twenty years has attempted to identify the characteristics of successful project managers. However, more recently, this has been questioned and replaced with a more interesting debate. What makes for successful project management? The argument goes that even the ‘best’ project manager acting alone without support from the organization and appropriate […]
    • Be a Modern Professional Learner
      As a project coach, I get many opportunities to ask the question,” What did you learn from most over the last few years?”   So far no one has ever answered; “There was this great course” or even, sadly; “There was this great presentation you did on…”. Most adult learning comes from relevant experience: challenges […]
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    • The Mission Model
      Of all the contributors to project success, the one overwhelming factor is ‘clarity’: Clarity about what the project is to achieve; clarity about what success looks like; clarity about value to the stakeholders; clarity about who the stakeholders are, and certainty about the risks that may be encountered.
    • The change diamond
      Directed or managed change is the way organisations translate their deliberate strategies into reality.  For most organisations the vehicle used to initiate and structure change is its portfolio of projects.  It is, therefore, the linking of business outcomes to project …
    • Purposeful communication
      From our interviews with project managers, and the stories they tell us, we have identified six generic communication purposes. The ‘six-whys’ are discussed in the following sections, along with how the purpose (the ‘why’ question) impacts the communication approach used.
    • Defining project scope
      Scope is the sum total of all the work required for the project. Objective – A single statement describing the project’s completion state in business outcome language.  It enables the sponsor, steering group, key stakeholders and project to test when the …
    • The M-model
      Portfolio, programme and project governance Maintaining, focus and control, implementing policy and giving direction are the principle purposes of any change governance model.  As with corporate governance, the approach must ensure the decisions are made at the right level, by …
  • News: Workshops

    Stakeholder management

    extended-smIf stakeholders matter, then they must make a difference to the way we plan, structure, communicate, and execute business decisions.

    PiCubed has prepared a series of... [... Read more]

  • News: Publications

    Changing the way project managers learn

    Presented at the Project Management Western Cape Conference, November 2017.

    This presentation looks at approaches to becoming a self-motivated professional learner in the field of project management.  It addresses the following:

    Why is self-led learning important? Informal learning and why it matters to PM professionals What... [... Read more]

    Networking and stakeholder engagement

    The young entrepreneur’s event was set up by Honeycomb and hosted by The Pepper Club in Cape Town.

    Louise spoke on networking and stakeholder management and what lesson from project management may be appropriate to entrepreneurs.  You can find the presentation slides here.

    [... Read more]

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