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.
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?
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.
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.
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.
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.
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?
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.
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.
Do you really need to study the easiest knowledge area in A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition: Project Human Resource Management? Don’t be fooled and miss out on the easier points on the exam.
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...
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.
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.
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.
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...
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.
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.
The reality is there are no shortcuts to personal fitness--or PMP exam preparation. In this article, the seven processes in the Project Time Management knowledge area will be explored—using a different approach that might save you a few minutes!
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…
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?
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.
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.
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.
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.
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.
Why did PMI make Project Integration Management the first knowledge area instead of the last? Doesn’t integration happen when everything else is complete? Read on while we continue our series that shows why getting in physical shape is much like getting ready to write the PMP/CAPM exam...
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.
In Part 1, you committed to getting in shape for the CAPM/PMP exam. Now you’re back and ready to start getting a little more serious. This second article of the series will show that the tough work doesn’t have to hurt as we ease in with a look at process groups.
When studying for a new credential, a certain amount of "knowing what you are up against” information is useful to help study smarter and prevent worrying about certain things that don’t matter. So along the lines of “know thy enemy”, let’s dig into certification and examination design (but you still need to study!).
This practical article re-launches the popular series of “getting in shape” to write either the CAPM or PMP exam. Self-improvement in today’s stressful business climate is critical to your overall health. This is the first step to the new (certified) you!
Question: I work in the construction industry and am under some pressure from management to make my projects “more agile”. It makes no sense to me that IT processes would be of any use when building actual residences, industrial sites and office buildings. What am I missing?
You are correct is thinking that building a tangible construction is very different than creating a software application that is only electronic bits. The methodologies for each are at odds with each other.
If you change the wording, such as “customer demos” to “site inspections” and “constant quality testing” to “meeting technical requirements”, you will find that SCRUM, TDD and other IT methodologies can be used in construction and have extensive training available to you.
It is a mistake to believe that agile IT practices are the entirety of what the methodology has to offer. If you investigate the true methodology, you will find there is much to blend with your current processes to add to construction project success.
You can use part of the agile philosophy in your construction projects, but plan for extra time and cost to accommodate the changes the customer is now entitled to add as you go.
Consistent study is the key to passing the PMP exam--this approach will help you improve your project management skills for the whole of your career. Here, an IT consultant shares his tips after passing the exam.
"We don't like their sound, and guitar music is on the way out."
- Decca Recording Company, rejecting the Beatles, 1961