Three Tips to Influencing Without Authority

Getting things done on time, on budget and not leaving a trail of dead bodies while doing so is always a bonus!
The old style of command and control hierarchy is gone and project managers have to manage by influence, especially in a matrix environment. Often as a project manager you are managing people who don’t typically report to you and may have never worked with you, who are in separate locations and are likely to be at least working on more than one project.
Therefore, to deliver your project successfully, you need to manage by influence.

Make a good first impression

From the start of your project, you need to assume everyone is a potential ally and that the uncooperative will cooperate. You must suspend judgement and be curious about their world.
This is also your time to establish yourself as a credible leader by speaking about your experience of leading similar projects and highlighting your skills.
Your ability to influence is at its highest point at the start of the project, so this is a crucial time to impress your stakeholders.

Communicate the right messages

Begin by communicating what you are trying to achieve and help each person understand the vision and mission of the project and how they are connected to it.
Each person whether down the corridor or across the ocean needs to know, believe in and feel connected to the project story.

Understand your stakeholders

It is important to schedule time with each of your stakeholders to understand their priorities, concerns and objectives.
This will allow you to see the project through their eyes. You will learn how they are rewarded and measured, what is important to them, what keeps them awake at night and what they are passionate about. It will also give you insights into their preferred working styles and methods of communication.
This information will allow you to build rapport and communicate in a way that resonates with them, mapping project benefits to their needs.

If you would like to learn more about how you can influence without authority, click here for an insight to our dedicated training course.
Contact Norma Lynch – Head of Training – to see how we can meet your training requirements for 2020, email: Contact@Aspira-Europe.NL

Bringing sexy back to Project Management

I was recently lined up to do a live radio interview on a national broadcaster business show. As he was introducing my interview segment, the show host said, “And next we’ll talk to Pat Lucey, the man who’ll explain what makes Project Management sexy”.

And for the next couple of minutes as the ad-break ran, my mind was in a whirl.  Is Project Management a sexy career?  If so why?  What can I talk about…

Thankfully, when the interview started the discussion went down other avenues, as I talked about Aspira’s consulting and technology business; how we help organisations deliver their technology projects so that they can reap the benefits of digital transformation, and have confidence that their Aspira colleagues will ensure their projects get delivered.

Afterwards I reflected… what is the sexiest career?  I have to admit that for me the answer is to be an astronaut!  Since I was a small kid, I fantasised about that career and when Norah Patten – Ireland’s prospective first astronaut – spoke at the Ireland Project Management Conference in 2018, I was a total fan-boy.

So, could Project Management compete on the sexiness scale of careers.  Over to my Google search page to seek the definition of sexiness.  Once I got past some inappropriate options, I found a nice definition – to be sexy something must be exciting, appealing and attractive.  So let’s apply the test:

What could be more exciting than turning ideas into reality?  It is the Project Manager that takes a notion, a vision, a dream, and finds a way to make that dream come true.  Overcoming obstacles, thwarting opponents, and delivering the treasure at the end – the Project Manager is a modern day Prince/Princess Charming.  10/10 for excitement.

Is Project Management an appealing career?  One measure is just how much in demand are Project Managers today.  Aspira provide Project Management consultants to our clients internationally and we can say without fear of contradiction that the market is crying out for good Project Managers.  In some market regions, the demand is 7:1 – in other words for every Project Manager there are seven roles vying for his/her attention.  10/10 for appealing.

Are Project Managers attractive?  In order to be a Project Manager you must be an optimist – you must see the power of the possible, and you must have deep faith in the character of people.  These are really positive and attractive qualities in any individual.  Throw in the fact that all Project Managers are really handsome and good looking people, and you have to award 10/10 for attractiveness.

So there we have it.  After a deeply scientific analysis, I have proven that Project Management is indeed a very sexy career choice.  In fact I bet there are some astronauts who are now looking to switch to join us PM types…

Article by Pat Lucey, CEO of Aspira. For more information on how Aspira can help you with all your project management needs or to find out more about a career in project management, contact info@aspira.ie.

Getting the Fundamentals of Project Management Right

“How do I get the fundamentals of project management right?” is an interesting question clients often pose. In our experience, to get the fundamentals right, businesses need to address three things – people, processes and technology.

 People 

All project stakeholders need to have an understanding of what the fundamentals of project management are, and specifically the role and responsibilities they each have in delivering projects. A project manager will need an in-depth technical knowledge of the 10 PMBOK knowledge areas, Integration, Scope, Schedule, Cost, Quality, Resource, Communications, Risk, Procurement, and Stakeholder Management, whilst also having strong leadership skills, and a good knowledge of, and expertise in the industry and organisation of the performing project. Training, formal classroom based, and on-going on the job training, is required to address the need for technical project management skills.

A project sponsor or steering group member will need to make sure that only the right projects – those most closely aligned with strategic objectives – get the green light to proceed. They need to ensure that the benefits a project is expected to deliver are understood by the project manager and team from the start, and drive the project manager and team onwards always in the pursuit of harvesting as many benefits as possible. They also play a key role in governing a project, with primary focus on the four corner stones of all projects; Scope, Schedule, Cost and Quality. Perhaps most importantly for a project manager and project team, the sponsor must also offer, and be available to support, the project team when required.

The project team are responsible for the duties assigned to them by the project manager, for following the agreed upon project management processes, for producing quality deliverables within the constraints of the project, and for identifying risks and opportunities to improve project management processes.

Aspira offer industry recognised and accredited project management training to project managers, project team members and sponsors.

Processes

Processes for delivering projects, from concept through to delivery need to be defined, documented, understood and agreed upon by all key project stakeholders. Top-down management agreement and support of these processes is vital to ensure the successful embedding of any process. Once the end-to-end project delivery processes have been defined and agreed, a strong governance framework is required to ensure the processes are consistently being followed by project stakeholders. Often businesses struggle to identify what the right end-to-end project delivery processes and supporting governance framework is for them. The consulting team in Aspira can help in this regard. We work with clients to identify end-to-end project delivery processes and supporting governance frameworks that make sense for their business, and assist in the roll out of these processes.

Technology 

Technology is often the first thing that a business will look at as a solution to getting the fundamentals of project management right, and although technology advances have seen incredibly smart portfolio, program and project management tools enter the market, technology will only be fully effective and embraced in a business when the people and process gaps above have been addressed first. Technology advances have resulted in the introduction of tools that can now make decision making, planning, executing, monitoring and controlling and closing projects much easier. With so many companies offering cutting edge technology to streamline and improve how projects are delivered, it can be challenging for a business to know what is the best fit for them. Aspira has worked with many clients to help them identify the technology solution that best suits their needs. We capture clients requirements, identify suitable technology and vendors, evaluate and provide recommendations on the technology solutions that best suit our customer’s needs.

Article by Gillian Whelan, Project Manager at Aspira. To find out more about how Aspira can improve your team’s project management, contact contact@aspira-europe.nl

How to manage your organisation’s digital security in the age of the cloud

Internet based technology and cloud is now central in everything we do, shaping growth, disrupting industry landscapes and providing the catalyst for transformation. Digital Transformation can be considered as the next industrial revolution. We now have a digital landscape where there are no defined borders and data is the new commodity to be bought, sold or stolen. The Internet is there to connect, not protect so it is inevitable that, as data is now king, securing it is a huge challenge.

Before the cloud, we could rest assured that our data was protected sitting in a data centre behind our firewall.  Our security challenges were simple – how do I secure my network and prevent intrusions.  We secured internal user access to resources locally, and we had a known security perimeter.

Today, with the internet and the cloud, the user can choose applications at random, store data anywhere, applications are increasingly external, and IT departments have limited visibility to provide protection.

So how do we enable the benefits of cloud while still being assured that our data is protected in a world where even organisations with enormous security budgets and elite security analysts are struggling to address modern threats?

To start, you need to change your perspective and work from the assumption that your security will be compromised. Plan for the eventuality by adopting an approach that focuses on protection, detection and response.  Adopt a security posture that is:

  • Comprehensive in terms of understanding your environment and weaknesses;
  • Well-informed in terms of what the modern security challenges are;
  • Prescriptive in terms of what steps to take to protect your environment and respond to security events.

To begin to develop your security posture, it will help if you separate your environment into:

  • The devices you use, how and where they are used, from data centre to end user;
  • The applications you use, where there are located and how they are accessed;
  • The data that is updated and manipulated by applications:
  • The users who access the data, through the applications, that is stored on the devices.

Then develop your plans and strategies for each layer.  Make sure you address your specific needs keeping in mind any internal, regulatory or legal requirements that affect your business directly.  And remember, when developing your plans always keeping in mind, what do you do if you are compromised.

Author: Jason Boyle, Operations Director, Aspira

Five skills every Project Manager should have

Mike Tyson is the youngest man to become heavyweight boxing champion of the world.  More famously (in the world of Project Management) he is known for his quote “Everybody has a plan, until they get punched in the mouth”.

To avoid getting punched, here are 5 of the key tools that Project Management gives to deal with uncertainty:

 

1. Schedule

The need to plan sounds obvious, but we all know we are guilty of rushing ahead to start executing a project rather than taking enough time to build a solid schedule.  A schedule takes a big project and breaks it down into a series of bite-size pieces, which can then be tackled day by day, week by week, month by month.

 

2. Triple Constraint

In addition to the schedule, any plan needs to have a defined budget (how much money is available); and a defined scope (how much work is to be done).  Those three things must be planned and balanced in a way that will deliver an acceptable level of quality.  By remembering this, a Project Manager will ensure they come up with a realistic plan that can be delivered, rather than a fantasy wish-list.

 

3. Identify Risk

A good boxer needs to be able to take a punch.  But a great boxer will see that punch coming, and avoid it.  To misquote Mr. Tyson, if you keep getting hit, your plan will become irrelevant.  So rather than live in optimism, you must think about the things that might go wrong, and then decide what you can do now to prevent those things from happening.  Some things can’t be prevented so then you decide what you can do as a contingency plan.  Think of it as wearing a face-guard.

 

4. Monitor & Control

Projects have a beginning and an end.  They rarely end exactly how you envisaged – changes will occur that require you to take action, switch stance and adjust your position.  Monitoring simply means checking how your project is progressing vs the plan.  Control means taking corrective action if you are falling behind the plan.  Both things must be done from the start right through to the end of the project.

 

5. Act on Lessons Learned

At the end of each project it can be tempting to just move on to the next one.  But it’s important to learn from our mistakes, and also to celebrate any successes.  The Project Management Body of Knowledge has been built up from centuries of people sharing their lessons learned – there are always new challenges to be overcome and new techniques that people discover.

 

Author: Pat Lucey, CEO, Aspira.

Ensuring the Line between Disaster and Success is not too Fine

Benjamin Franklin said, “Nothing in this world can be said to be certain, except death and taxes”. For businesses today, there is one more thing on that list; an IT systems outage.

The reliance on IT systems has become so great that even a minor blip can have a detrimental impact on your business, reputation, and customer perception. An ever more important defence against these outcomes is developing and maintaining a Disaster Recovery (DR) Plan.

Why develop a disaster recovery plan?

No business that has any reliance on IT can be considered safe when you regard emerging threats like Spyware, Phishing and Ransomware. Disaster recovery planning is not just for large and enterprise scale businesses, it’s for all businesses.

According to Cybersecurity Ventures, Ransomware damages reached $5 billion in 2017. In 2016, IBM reported that 70% of businesses paid to get their data back from ransomware attackers. Considering more traditional risks of outage, research has shown that the most common are Power, Human Failure and Natural Disaster, with the direct costs of these running to $2.5 billion (IDC) annually. It is fair to say preventative and remedial security measures, such as an effective Disaster Recovery plan, have now become essential.

What is disaster recovery planning?

DR planning is putting in place the measures and actions to be taken, in the event of an IT systems failure, to recover those systems in an acceptable time frame. It is a component part of a company’s security profile, as well as being an essential element of a comprehensive Business Continuity Management (BCM). A DR plan should not be confused with BCM, which is much broader and considers not only IT but also environmental and human impacts on a business’ ability to operate.

Disaster Recovery Challenges

When we look at what is involved in implementing a DR plan, a lot of companies struggle with two main challenges – Budget and Expertise.

A lot of companies don’t have, or want to have, the expertise to plan on delivering and maintaining what could be a complex IT operation. Not to mention that no one wants to spend money on something you hope will never be used!

Defining a Disaster Recovery Budget

Cloud services now make the possibility of an Enterprise-level DR solution at a main-street price a reality for a lot of IT environments. Cloud solutions now mean that for relatively low costs (when compared to investing in hardware and onsite services) any company can have robust DR solution that provides levels of availability that would have previously been beyond reach in terms of cost.

Identifying Disaster Recovery Experts

On the challenge of expertise: Companies can now extend a Cloud service to becoming a Managed Cloud Service for Disaster Recovery. This outsources the setup, operation and maintenance of your entire DR requirement to an expert partner at a completely affordable price point.

What Disaster Recovery Plan do I need?

There are two concepts that you can use to determine what level of DR Plan you might need. You should look at the processes that run your business and at the IT systems that these processes depend on (end to end), and define:

  1. RPO: The Recovery Point Objective for the systems driving your business. Basically, if you must restore or recover and entire system – how old can the data be? This may seem obvious, but it is very important to realise that the gaps between system backup and system failure can be significant. If your system is backed up at 2am, and the server fails at 4pm the following afternoon, all information from 2am to 4pm would be lost. In this example, 2am is the recovery point.
  2. RTO: The Recovery Time Objective for your systems. This defines how long you can be without a system before your business (or the process affected) starts to become seriously impacted. For example: if you have an online ordering system that becomes unavailable, how long can you sustain business with the system offline?

While RTO & RPO are linked, they can have different goals. For instance, you might need a system back online within 2 hours to enable business transactions, but the data needed for these transactions can be recovered offline. Conversely, you might have an RTO of 24 hours, but the data must be no older than 15min!

Kickstarting your Disaster Recovery Plan

All businesses should be considering how a DR plan can form part of a security and business continuity process, and safeguard operations, integrity, and reputation. Managed Cloud services bring the capability of Enterprise DR solutions to all businesses. Once you have defined your reliance on IT through Recovery Point and Time Objectives, you can begin to formulate a plan to protect your IT and your business.

For more information on Disaster Recovery, or to speak to one of our expert team, contact us today.

6 ways project Resourcing can solve your hiring needs

In recent months, the talent pool in the Netherlands has become even more competitive. For example, more and more multinational companies are setting up their European headquarters in Amsterdam in a response to such demands as Brexit. In response to this, we regularly speak to clients about the benefits of hiring, via a trusted partner like Aspira, for specific project skill gaps.

We provide project leads and put together project delivery teams with a blended mix of our expert permanent staff and our experienced associate consultants. Many of our associate consultants are active in the contract market and have a long-term association with us.

The companies we work with all have similar challenges:

• It is very difficult to find permanent people for niche IT Role.
• Experienced and qualified Agile experts, Project Managers and Business Analysts are hard to find.
• The talent pool in the Netherlands is extremely competitive, making it more difficult to source staff.
• Qualifying if a professional is truly an expert in their field is not easy.

Despite these issues, we find that companies are increasingly reluctant to engage directly with the current mixed group of freelancers or staffing companies, preferring the niche practitioner and customer-focused engagement from a consultancy company, such as Aspira. A consultancy that understands their needs, delivers quality reliably and are with them for the duration.

Our clients tell us that the benefits of hiring via Aspira include:

1. Interim professionals are screened/hired by Aspira experts not inexperienced staffing company recruiters. Aspira are practitioners in their field and this means that all candidates have been rigorously interviewed/tested for both soft and hard skills by experts in the field. We remove the risk factor!
2. We provide a one stop shop for your project requirements. No need to deal with a multitude of providers/brokers; we listen and then we deliver!
3. We provide expert delivery assurance as part of the service. We redefine the meaning of an ‘Account Manager’, we provide an expert to engage with each client; someone who has been the client and knows what success looks like.
4. We stay with the course. We do not walk away until the work is done!
5. We provide all the benefits of interim hiring and top level consulting at a value level few can match.
6. Our Professionals have a home with Aspira… we are there for them as professional centre of excellence and a team of like-minded experts! We are way more than a pay-check!

For more information on resourcing and how it can benefit your organisation, contact our resourcing team at contact@aspira-europe.nl or visit our website www.aspira-europe.nl

Author: Russell Moore, Aspira Resourcing Manager & Peter Ryan, MD Aspira Europe.

Can Artificial Intelligence put people in the heart of Project Management?

 

Data input, collation, scheduling, delegation, escalation….these and other responsibilities are now under the control of my new AI Project Manager.  It’s the year 2025, and Artificial Intelligence helps run most of my programme. My human Project Managers don’t get down ‘in the weeds’ anymore, because the landscape of Project Management has changed utterly.

If projects were run by Artificial Intelligence, would that be our future utopian dream or apocalyptic nightmare? I say it’s the dream, because AI can help deliver people-centered Project Management in the following four ways.

PROJECT SETUP

Today our PMs are tasked with bottom-up creation of plans and systems to operate projects. With the AI project manager in place to do that, our Project Manager becomes a Master of Methodologies no longer fixed to one approach like Prince2 or Agile, but tailoring ‘best of breed’ approaches to the needs of the project and its people.

PROJECT OVERSIGHT

Project Managers are being drowned in more and more data every day causing information overload. By handing over data input, collation and analysis to the AI Project Manager, our human Project Manager gains the space and oversight to use their very human talents to identify and mitigate risks quickly.

PROJECT TEAMS

Project Managers and their teams are often bounded and defined by fixed structures and hierarchy. With the support of AI, our Project Teams of the future will be far more fluid. They will engage virtually more often, and people will join the project from different directions for engagements that could last only hours or days, rather than on a fixed weekly schedule. This would support a nimble dynamic and people responsive project environment.

And finally..

PROJECT STAKEHOLDERS

Project Managers are increasingly aware of the primacy of people in the project change journey, but are bogged down in the technical side of managing projects. With AI on board, our PMs become true PLs – Project Leaders focussed on the psychology of change, using approaches like Proscis ADKAR and Kotter’s 8 step model to lead people along the change journey.

PROJECT UTOPIA

In the future with Artificial Intelligence working as a sort of ‘auto pilot’ for projects, our human Project Managers can focus on outcome over output. It would free Project Managers to use their very human skills and talents to manage project complexities and unknowns, guiding and influencing transformative change for truly people-centred project management. I say the future can’t come fast enough.

Author:  Peter Ryan, Managing Director, Aspira Europe IT Consulting & Project Management Services

For all your PM Consulting needs, please contact us

+31-20 808 3513

contact@aspira-europe.nl

 

Top Tips to Create an Agile Team

Technology is moving at a fast pace, disrupting organisations and the ways in which have have worked for decades. When paired with other organisational challenges that encountered in daily working life, it is increasingly more difficult to drive your organisation to change to meet these needs and challenges as they arise. One way in which we can prepare for change and equip our team s with the skills they need to thrive and adapt are with agile training.

An Agile team can evolve and react more rapidly, meaning that challenges are more easily overcome and projects are delivered more successfully on an ongoing basis. Head of Training Norma Lynch shares her top three tips to create agile working teams:

1. Focus on results

Placing emphasis on the outcome and not the process drives your team to work smarter, rather than adhering to processes that may not work for the project for the sake of procedure. It also empowers your team to make their own decisions and work more efficiently to achieve their objectives.

2. Feedback

Collecting and curating feedback throughout a project ensures that you have a constant flow of communication. This helps your team to identify issues at an early stage, enabling your teams to react and change paths if required, reducing time spent and increasing team optimisation.

3. Training

If your team are lacking the basic knowledge they need to work in an agile environment, this will cause problems for projects. It’s absolutely vital that team members have knowledge of the framework and that training is provided on an ongoing basis to allow teams to develop their various skillsets within that, particularly team leads and those in senior and management roles.

At Aspira, we work to create bespoke training packages to meet all of your training requirements. From once-off group training to ongoing coaching options, we cover a variety of topics, from general project management introduction to advanced examination preparation courses. We work with manufacturers, pharmaceutical, telecoms, transport, services, and technology companies to deliver PM, business analysis, Scrum Master, Lean Six Sigma training and more.

Contact Norma to see how we can meet your training requirements for 2019 here: norma.lynch@aspira.ie

We provide training both in Ireland and onsite internationally if required.

From Russia to Ireland with Love

 

 

Diversity in Dublin

At Aspira, we have a very diverse international team, which we believe is key to our ability to innovate and deliver the best possible solutions for our clients. We work with global companies and work alongside colleagues of many different nationalities.

Tanya Gainutdinova is from Russia and is a technical resource specialist who started working in our Dublin office this year. Tanya shares her some insights into life at Aspira, and compares and contrasts Dublin with her hometown of Kazan, Russia.

If you’re considering a career with us, see all available positions on our https://www.aspira-europe.nl/work-with-aspira/

I am living in my new home in Dublin for one year now, working for Aspira, and because I enjoy sharing new perspectives and learning new ways of working myself, I thought it might be interesting to share my perspective of living and working in Dublin compared to my home town of Kazan.

Old and New

Dublin has a similar feel to my hometown in Russia – both were founded over one thousand years ago and have many historical buildings to be admired. But there are also lots of new high-tech locations such as Aspira’s Dublin office, which is in a great location in the Silicon Docklands.

Working at Aspira:

It’s been interesting to learn how business processes in Irish companies differs to Russia. My experience is that the atmosphere in Irish companies is very positive, with colleagues always willing and ready to give a helping hand. Our management team are always open to new ideas and encourage us to make suggestions.

One thing I see that the Irish and Russians have in common is the sense of humour, and wiliness not to take ourselves too seriously – having fun and a laugh with the ‘boss’ in is welcomed and typical for both countries (as long as you are getting your work done!).

Universal Interests – Food and Football

In Russia, my region is famous for its Tatar Cuisine – hearty pies, delicious baked goods and very sweet desserts are very popular.

I’ve enjoyed trying some Irish favourites and was pleasantly surprised by the quality of lamb compared to the mutton we have at home. I have now learned what ‘mutton dressed as lamb’ means! The variety of cheeses is astonishing in Ireland – Dairy products and seafood are really standout here.

Kazan hosted some matches during the recent World Cup and we all like keeping up to date with the football results. My team in Russia is Rubin Kazan although my Cork-based Aspira colleagues tell me there’s only one football team to follow:

It is great working and living in an international environment. Kazan and Dublin are very different, but we have much in common. Diversity and collaboration in the workplace helps to achieve synergy and I’m delighted to be part of the team at Aspira.

Author: Tanya Gainutdinova, Technical Resource Specialist, Aspira

 

Aspira Internship

 

Tadhg had heard great things about Aspira before starting his internship, but never could have imagined just how nurturing an environment it would prove to be.

 

What are you studying in college?
I’m studying Computer Science in University College Cork. It’s a four year course, with work placement taking place in third year.

What drew you to Aspira when you were seeking an internship?
I had heard of Aspira through the UCC careers service, and after researching about them online I thought it would be a fantastic place to work. They have a history of hiring UCC students for graduate and intern positions, and I saw that they had some really interesting clients, so it was a no brainer really!

What expectations did you have before you began your internship?
I had heard from past Interns that at Aspira, you’re given a lot of responsibilities right from the beginning of your placement. A lot is expected from you, in terms of being an active employee and engaging with your co-workers. Aspira has a friendly and social environment that I was really excited to be a part of. I was also excited to put my skills to the test and see how well equipped I was to work in the industry.

What duties and responsibilities were you given initially?
I was given immense responsibility right off the bat, which I thought was fantastic. I was given charge of a project which involved finishing the development of a Web Application by myself. At first, it seemed like an incredibly daunting task, but my Manager Mary and all of my co-workers were always there in support if I ever had a question. The project involved eliciting requirements from the Client, and working with a programming language I had never used before. However, I never felt like I was in over my head with such a supportive group behind me!

Did the scope of your work change as the internship progressed?
As my internship went on, I had the opportunity to work on several other development projects, along with other areas of Aspira also. I got to work in teams with many different employees, attending meetings and tackling problems in a fast paced environment. I also got to work off site, working directly with clients in a business analysis role for a time!

Can you describe a typical day in your role?

Typically, the day would begin by emptying the dishwasher if it was your turn and putting on a pot of coffee! After greeting everyone in the office, I would settle down to work on whatever project I was currently tasked with. During the first few weeks while working on the Web Application, I would have daily meetings with my Manager, discussing what I had completed, what I was currently working on, and whatever issues I was encountering or foresaw. I would also be in contact with the Client, tailoring the application to their needs and working on any issues or bugs that had arisen.

What key things have you learned during this internship?
Good communication skills from speaking with clients and managers, along with enhancing my development skills, and realising that there is something new to be learned every day.

Has this internship made you feel as though you’re on the right career path?
Certainly! I found the work incredibly fulfilling. Finishing a project always brought immense pride and camaraderie. At times during my studies, I had doubts if I was pursuing the right career, but after working at Aspira I’m positive I chose the right path.

Do you feel more prepared for working life following your internship?
Absolutely. From knowing what will be expected of me, to knowing simple skills like teamwork and communication, and even having a proper work-life balance. I feel like I now have my head screwed on and I’m going into Industry prepared next year.

Why should someone take up an internship at this company?
Aspira is a fantastic place to intern at because you’ll learn an immense amount, all the while being in a friendly and social environment. They give you plenty of responsibilities, and match it with great support. I’m very grateful to have had the opportunity to spend 6 months there and to have learned so much.

4 Reasons to consider a Career at Aspira

 

1. You’ll never stop learning
At Aspira, training and development provision is one of our key services. We are renowned globally for excellence in Project Management and Business Analysis Training. We constantly reiterate the need for companies to train up their staff, develop new skillsets amongst their teams and empower their employees through learning. We are no exception to that rule. At Aspira, we have a company-wide focus on personal development and career enhancement through on site, internal and formal training programmes. All Aspira staff benefit from this approach.

2. Work with a connected community
will benefit from the support of your colleagues – a team of experts across a range of areas such as Development, Cloud Deployment, Senior Project Management and Business Analysis. Our collaborative approach to work is further bolstered by the opportunity to work in multi-experienced teams to help deliver exceptional projects for our clients.

We have a very present management team who are always nearby to point you in the right direction and offer their advice and support. Aspira staff also have a hands-on approach to companywide matters, having their say in a number of broader business aspects. The only limits at Aspira are the ones you set for yourself!

3. Flexibility and rewards
Our diversity means that we work with a new way of thinking. Our teams enjoy flexible working to allow for personal circumstances and family. Working for aspira also means flexibility in the clients you work with. We work with some of the best organisations in the country across both the private and public sector, in the country. The work is always exciting and never boring!

Our staff are also offered a number of other benefits such as pension, healthcare, training allowance, and paid holidays. Not to mention that our team is considered by many to be a family of sorts.

4. Diversity
Aspira is a diverse, international company. We have people from over 15 different nationalities building their careers with Aspira and we work with global leaders around the world. We offer opportunities to work globally and work on international assignments, so if you’re looking for a new challenge, Aspira might just be the place for you.

Want to work with us? See all current career opportunities on our website here https://www.aspira-europe.nl/work-with-aspira/

Author:  Russell Moore, HR & Resourcing Manager, Aspira