Project management training to achieve certification this year
The skills gap for project managers is getting worse, according to research by APM for National Apprenticeship Week. Their survey showed that 1 in 8 project managers think that the gap between what employers want and the ability of employees to meet those expectations.
The skills gap for project managers is getting worse, according to research by APM for National Apprenticeship Week. Their survey showed that 1 in 8 project managers think that the gap between what employers want and the ability of employees to meet those expectations.
The survey also found that 1 in 7 project managers believe there aren't enough skilled professionals in their industry.
Skilled professionals are in demand, especially those who can demonstrate adaptability, flexibility, communication, time management, risk management and leadership, according to the survey.
Certification can help, although work experience is also important to demonstrate that you can put your skills into practice.
If your goal this year is to put yourself ahead of the curve and get studying for a certification, then I’m here to help!
There is a dizzying array of courses out there to help you achieve project management qualifications, both for PMI® courses, PRINCE2® courses and more. Here are the ones I think are worth taking a look at.
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: Rebel's Guide to PM
- Published: 16/10/2026
Continue reading at the original source →
Excerpt published automatically by the site radar. The full text belongs to its publisher and is linked above.
Why it matters
Projects rarely fail on the day they are declared failed. They fail months earlier, in a meeting where somebody saw the problem coming and calculated it was not in their interest to say so. Everything else — the slipping schedule, the stretching budget — is the visible consequence of that silence.
What I look at first in a case like this is not the plan, it is how often it gets corrected. A project that replans every month with fresh data lands far closer than one that spends a year defending the baseline it signed when it knew least.
What usually goes wrong
What I see fail most is the absent sponsor. They sign the kick-off, appear in the photo, and do not come back until there is a problem. Without somebody with real authority clearing obstacles every fortnight, the project manager ends up negotiating as an equal with areas that do not report to them, and loses.
What to watch
- Whether the status report shows any red projects: an all-green portfolio is a portfolio without information.
- Which risks are identified, who owns each one, and when they were last reviewed.
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
How I read this entry
I would use it to review how the organisation estimates. If historical estimates were systematically out by half and nobody adjusted the method, no project will land well: you are planning with a ruler that measures short and blaming the team for not reaching the mark.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
