International Institute for Learning, Inc.
Project Management Advanced Courses
Project Management 2.0
Planning for the Future of Project Management
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Traditional Classroom
Course No.:
1 Day
7 PDUs / 0.7 CEUs
Virtual Classroom
Course No.:
Two 3-hour sessions
6 PDUs / 0.6 CEUs


Good understanding of project management

Course Level:

Intermediate / Advanced


About the Program
It has taken several decades for executives to become convinced that project management can and does work well. Realizing this, they have begun delegating more authority to project managers for decision making. They have also recognized the need for project management on longer, more complex projects involving virtual teams. This increased and evolving value in the field has led to important changes, requiring us to update our understanding of the field, as well as how we practice it. 

Workshop participants will explore this evolution. Learners will discover that the ways we define project success, and its criteria, are now richer and more complex. This means that project managers must gain expertise in a number of areas. They need to examine more success elements than just the triple constraints. They need to be versed in benefits, value, and other business components. And it is paramount that they be highly skilled with the many nuances of stakeholder relations management. 

Today, as we enter this new era in project management, entitled PM 2.0, these complexities also make it critical that managers can predict, diagnose, and tend to projects which are potentially distressed or failing. This means understanding scope creep, and using metrics and KPIs. The more multifaceted the project, the more metrics and KPIs there are to manage and report on, so these will be explored as well as the need for dashboard reporting skills. And further, we will examine how effective dashboard reporting can promote successful growth measurement and informed decision making. 

Ultimately, all of these PM 2.0 elements need to be addressed in a paperless environment without sacrificing the integrity by which projects are managed. Join us to begin your journey toward PM 2.0.

Each participant will receive a full-color copy of Project Management 2.0 by Dr. Harold Kerzner. 

Who Should Attend

  • Project managers
  • Line managers
  • Project sponsors
  • Project team members
  • Any individual involved in projects

What You Will Learn
You’ll learn how to:

  • Recognize the complex projects of the future
  • Improve stakeholder management
  • Understand the necessity for flexible project management methodologies
  • Recognize the importance of value in making project decisions

Course Overview

Getting Started

  • Introductions
  • Course structure
  • Course goals and objectives

Changing Times: PM 2.0

  • The differences between PM 1.0 and PM 2.0
  • Understanding Web 2.0 and PM 2.0 characteristics
  • The growth of PM 2.0
  • The impact of collaborative software

How Executives View Project Management in PM 2.0

  • Today's view of project management
  • How executive support has changed
  • How today's executives view project management
  • Developing global project management capability

Driving Forces for PM 2.0

  • An increase in complex projects
  • Growth in both public and private sector project management
  • Growth in project governance
  • The need for business solution providers
  • The growth in scope creep
  • The need for better health checks
  • The need for better ways to recover failing projects

Why Some Projects Will Still Fail in PM 2.0

  •  The definition of project success
  •  The definition of project failure
  •  Categories of success and failure
  •  The difficulty in cancelling projects
  •  The need for an “exit” champion
  •  Why IT projects have a high failure rate

Value-Driven Project Management

  • Importance of value
  • Changing values in project management

An Introduction to Project Givebacks (Best Practices)

  • Why are givebacks and best practices important?
  • Structuring a process for capturing best practices
  • What is a best practice in project management?
  • Where do we look for best practices?
  • Creating a best practices template
  • Defining categories or levels of best practices
  • Best practices failures

The Project/Program Management Office

  • Responsibilities of a PMO with PM 2.0
  • Types of PMOs
  • The growth in portfolio PMOs

The Driving Forces for Better Metrics in PM 2.0

  • The need for paperless project management
  • The need for informed decision making
  • The need for dashboard reporting systems
  • The need for better metrics, including value-reflective metrics
  • How metrics may change future versions of the PMBOK® Guide

Understanding Metrics

  • The growth in metric-driven project management
  • Why time and cost metrics alone are insufficient
  • Reasons for using more metrics
  • Getting stakeholder/customer agreements
  • The need for drill-down capability
  • Metric naysayers
  • Understanding that not all metrics can be used

Understanding KPIs

  • Metrics versus KPIs
  • Dissecting KPIs
  • Selecting the right KPIs

Identifying Metric and KPI Targets

  • Understanding targets
  • Examples of targets
  • The complexity of stretch targets

Understanding Value-Reflective Metrics and KPIs

  • The need for a value measurement system
  • Attributes of a value metric
  • Industry examples of value-based metrics
  • Causes for value metrics failure

Understanding Dashboards

  • Purpose of a dashboard
  • Types of dashboards
  • Rules for dashboard design
  • Examples of dashboards
  • Growth of infographics
  • Misleading dashboard images

Metric Management Concerns

  • Creating a metrics culture
  • Role of the PMO in metrics management
  • Creating a KPI library
  • Establishing KPI owners
  • Adding metrics understanding into job descriptions
  • Metrics and performance reviews
  • Metric management traps


  • What did we learn, and how can we implement this in our work environments?
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