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Project Manager 2.0: What is Your Change Management Plan?

by Irfan Shariff

The organizational world within which project managers operate is going through rapid and unprecedented change, driven by forces of globalization and digital technology. So, the choice is yours: change now, become PM 2.0 and survive. Don’t change, and await extinction...

PDU Category Structures: Existing and New

by Mike Griffiths

You may have heard that the PDU Category Structure is changing in December, but are you clear on what it changes from and to? This article illustrates those changes, contrasting the current structure to the new structure and discussing some of the implications.

Topic Teasers Vol. 57: Skill Shifts to Notice

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: My teams seem to be composed of younger and younger people, and even though I am an experienced and certified project manager we are having retention issues. I am managing just as I have successfully done in the past, but it no longer seems to work. The expense of constantly recruiting and training new people for my team is raising flags with my manager about my own performance. What can I do?
A. The majority of employees in the workforce today are Generation X. They will not be led and must be allowed to form their own teams and do the work when and how they see fit. Do not try to manage them.
B. The majority of employees in the workforce today are millennials, and they do not respond well to being managed by someone for whom they do not have respect as a leader. Up your leadership skills.
C. Ask your own manager for the position power to put people who do not do what you ask within a reasonable amount of time, and to the standards you require, on report. Let them know that if this same behavior happens on the next task, they will be asked to leave the company.
D. Modern employees are unwilling to have someone else set the goals for their workday. Involve teams in each and every decision that is made about what the project will create, when it can be delivered and the quality standards to which it must adhere.
Pick your answer then Test Your Knowledge!

Ethics: It’s Your Shield, Use It!

by Frank J. Gorman

Like all publicly recognized professions, PMI has promulgated a Code of Ethics and Professional Conduct. The code protects us as a group--it's an effective defense shield for our professional reputations. Are you taking advantage of this valuable resource?

The Journey from Idea to Implementation: A PMI Volunteer’s View on the Development of a New Certification
(Part 4)

by Beth Ouellette

In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 4, she takes us through the final phases.

The Journey from Idea to Implementation: A PMI Volunteer’s View on the Development of a New Certification
(Part 3)

by Beth Ouellette

In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 3, she forms a task force.

The Journey from Idea to Implementation: A PMI Volunteer’s View on the Development of a New Certification
(Part 2)

by Beth Ouellette

In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 2, she helps build the foundation for a new certification.

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 9): Communication Management

by Bruce Garrod

Do you need to study how to communicate in preparation for the PMP exam? Really? With only three PMI processes based around the function that every project manager does every day of their life, it may feel that studying this chapter in A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition is a waste of effort. Not so fast...

PMI Credentials: The Last Decade...and the Future

by Mike Griffiths

It's been a long time since the PMP credential debuted in 1984. Here we take a look at how the number of Project Management Institute credential holders has grown over the last 10 years--and speculate where they might go in the future.

PM Skills: Shades of Grey

by Ian Whittingham, PMP

If uniqueness is the mutable metal of our projects, then repetitiveness is the forge on which we temper those specialist skills that give it shape. But what kind of repetitiveness tempers those skills? And how long does it take to temper them? What really counts is the quality of the experience--and not just its quantity.

The Journey from Idea to Implementation: A PMI Volunteer’s View on the Development of a New Certification
(Part 1)

by Beth Ouellette

In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 1, she shares her background with PMI.

My Journey to Passing the PMP Exam

by Neil Thompson, PMP

A few years ago, this current PMP had no idea what project management even was--but after being thrown into the role of project lead, that all changed. His journey to project management was not a typical one...

How to Develop Your PM Continuing Education Strategy

by Bruce Harpham

Your attitude toward professional development units (PDUs) says a lot about your professional aspirations. Learn how to navigate the world of continuing education in 2014 and beyond. Read on to get help finding flexible continuing education options to suit your budget and learning style.

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 7): Quality Management

by Bruce Garrod

Many project managers are not required to build a quality management section into their project plans. PMI knows that and sometimes exploits the lack of practical experience during the CAPM-PMP exam. This article continues the theme of comparing getting physically fit with getting ready for the certification exam.

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 6): Cost Management

by Bruce Garrod

The latest in the ongoing series of articles helping you get “PMP fit” explores the often avoided Project Cost Management knowledge area. To paraphrase a well-known company, just get at it. When you have read this article and completed your studying, you may well be asking yourself why you were so concerned about it…

Topic Teasers Vol. 43: Benefits Management Is Hard!

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: How much more can they heap on a project manager? Now I’m being asked to handle the benefits management for this project. There was nothing about this in my PMP prep course, or on the exam. Is the latest trend that anything no one wants to do becomes the responsibility of the PM? How do I proceed when I don’t even understand what this is?
A. Benefits management is now often asked of the project manager, but you should position yourself as the process facilitator, not the “responsible party”. Otherwise, they’ll blame you if the project benefits aren’t realized.
B. Benefits management has to do with salary, union contracts, insurance, 401K plans, sexual harassment concerns and training classes. It is rightly positioned in the human resources department, not in a project environment.
C. Since the outcome of your project is the sole indicator of whether or not the business objective will produce revenue, tracking benefits realization logically fits into the responsibility of the project manager.
D. Tracking benefits management is a time inhibitor in a project plan. For that reason, if your project is to finish as estimated, benefits management should be outsourced to a third-party organization.
Pick your answer then Test Your Knowledge!

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 4): Scope Management

by Bruce Garrod

It’s time to continue working on self-improvement. This fourth article in a series exploring A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition through a lighthearted comparison to personal fitness improvement explores the Project Scope Management knowledge area.

Agile Advocacy

by Mike Griffiths

We all need some help sometimes when introducing agile methods into a traditional organization. Fortunately, a new guide to ease the transition is available. The recently published Software Extension to the PMBOK Guide Fifth Edition acts as a Rosetta Stone for mapping and replacing traditional approaches with their agile alternatives.

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