GPM Consulting
FIX THE FLOW.
Listen to someone else’s experience and you come away thinking “so that can happen.” Nothing more. The work that matters, pulling those stories into your own project and testing them against your own judgment, can only be done by the participant.
So we built that step into the structure of the program.
Covers from the course texts we hand out (in Japanese)
Before the sessions, participants use AI to take stock of the planning information on their own project, and they bring that to the training. The subject matter is their own work, so what they learn goes straight back into it on Monday morning.
Every topic opens with the question “why do we have to do this at all?” We move to the content only once the need has sunk in. Nobody sits through a lecture.
Theory gives the team a common language. Practice gives it criteria for making calls on the job. A standard can’t be used in the field as written, so we layer real experience and the forks in judgment on top of it and hand it over as language people can actually use.
A framework can be handed over in a classroom. Judgment matures only in each person’s own work. That is why we also offer training combined with hands-on support alongside your team in the field. See the case studies →
The program follows the structure of the latest PMBOK® Guide (Eighth Edition). All seven performance domains defined in the Eighth Edition are covered, one text per domain.
| Domain | Our message |
|---|---|
| Governance | Governance is how decisions get made. Its job is to protect value. |
| Scope | Facing out, fix the boundary with the customer. Facing in, break the work into pieces people can act on. |
| Schedule | Build it before you have all the answers, then refine it as you go. |
| Finance | Money is the strongest lever you have for moving people and organizations. |
| Stakeholders | Stakeholders aren’t people you report to. They’re people you move. |
| Resources | Resources are borrowed. Go and get them even without the authority, then turn the people you borrowed into a good team. |
| Risk | Risk management starts the moment risks are out in the open and shared. |
Participants also receive texts for the Introduction, the Standard of PJMG (based on The Standard for Project Management: the full picture of the structures around a project), and the Interim Assignment.
We rearrange the program to fit the audience and group size. A standard example:
Introduction, Standard of PJMG, Governance. The common-language foundation goes in first, and participants leave with the interim assignment.
The interim assignment: participants use AI to take stock of the planning information on their own project.
We open by sharing the interim assignments, then work through Scope → Schedule → Finance → Stakeholders → Resources → Risk, with group exercises, and close with an overall wrap-up.
Inside pages from the full set of course texts (over 260 pages in total; in Japanese).
Project management means putting fires out while they’re still small.
FY2024
It wasn’t textbook content. There were lots of raw, real-world stories and advice you could only hear in this training.
FY2025
I often made Gantt charts and stakeholder maps and stopped there. This helped me rethink them as tools for moving the people involved.
FY2026
The talks grounded in real experience and the convincing explanations were excellent. It’s the first time I’ve remembered the name of an instructor’s company.
FY2026
I wish I had taken this training sooner.
FY2026
From our PM training surveys. Anonymous; translated from the original Japanese responses.
We start by learning who the audience is and what they struggle with. Then we build the content. Every program is built to order.
If all you can say is “we’re not sure who should take what,” that is enough to begin.