Where is Project Management Certification Taking the Profession?
| Situation: You want to know what the new PMP and PRINCE2 certs are doing for us. I've seen many, many postings about how the PMP test has changed, but not much on how the certification is changing what it means to be a project management professional (lower case). We recently spoke with Joseph R. Czarnecki, PMP, Senior Advisor, ESI International, on this topic. He's a very seasoned trainer with a lot of expertise in this area and I think its a topic that we all care about. So, I'd love to hear your take on the answers he offers below.  Q. We all know the PMBOK and PMP certification have changed, but how do you see those changes affecting the type of Project Manager that people will now see as certified? What do you think PMI intended with each element of the changes? Do you think the results align with those intentions? A: Let’s look at where it appears that PMI is headed with their PMP credential – where it has changed recently, then we will look at the PMBOK® Guide changes. Finally, we will discuss how these are viewed in the organizations that I have taken pleasure in working with. First, I believe that PMI is working toward a family of credentials that will bear proof that the individual owner of the credential is, in fact, qualified in knowledge, skill, and ability. I look to the recent growth of PMI and the PMP to help give a glimpse of where the profession is headed. As of June 2009, PMI reported having more than 300,000 members and more than 336,000 PMPs and close to 8,000 CAPMs. To be sure, their relatively new certifications in risk management, scheduling, and program management are also growing. That is a year-over-year growth of about 20%, since 1975. So from past performance, PMI is making an impression on just how people see certified project managers. Over the last few years, PMI has changed the PMP Credential to make it more of a consistently measurable and applied standard in two ways. First, PMI continues to work with an outside organization that designs standardized examinations to improve the quality of the questions on the examinations; specifically, they have included many more scenario-based questions which test the application of knowledge, rather than knowledge itself. This helps ensure the exam questions are a direct indicator of what PMI is trying to measure by that question. Secondly, PMI has increased the number of audits for those applying to the credential; current estimates are that PMI audits 15% of the candidates. These changes will help modify the perception of the PMP credential from that of just an exam-based credential to one that includes demonstrable skill in the discipline as well. And it shows that the nature of the credential is changing to more of a skill, or application, based credential and away from a purely knowledge-based examination. So, I do think that the changes, along with the interim steps that they are taking, are in line with where they want the credentials to grow. The recent changes in the PMBOK® Guide actually make the book much more user friendly. It is a good guide to the body of knowledge about project management and, this time, a better read overall. But to the question regarding the changes in the PMBOK® Guide and the PMP Certification itself and how they will impact how the certified project manager is seen in the bigger picture. I feel that the changes that they have made as far back as 2004 and then here with the 2008 update have been done with forethought to firmly establish project management as a formal profession, as opposed to a job. The PMP credential has become more of a standard by which project managers are going to be measured, and will become a baseline requirement for various organizations in the future – from organizations that require at least one PMP on the project when they release a major procurement to organizations that use the PMP as one element of their own internal certification process. For an example of another type of credential that is further along a similar evolution path than the PMP, look at how the MBA started out as a college degree that became the ‘gold-standard’ of business. In the early days of the MBA, it was considered “special” for you to have the MBA degree conferred upon you, but today it has changed to being more of a requirement than something truly special. This is what will become of the PMP Credential – not that it will lose its glamour and prestige, but that it will become the baseline upon which all project managers will be expected to perform, before they take on a project. The PMP is still a sound way for helping to identify those that have the knowledge and skill sufficient to lead a successful project. It is a way of ensuring that the individual knows about the tools, techniques, and processes to manage projects successfully. Q. Next month a new version of PRINCE2 is being released in the UK that significantly shortens the standard (http://www.docstoc.com/docs/7115588/Next-Generation-Prince2-2009--Will-Become-Available-in-July). Some say PMI should consider doing the same. How do you feel about that? A. First, I want to say that there is a very fundamental difference between PMBOK® Guide and PRINCE2®. PRINCE2® is a process-based approach for project management; it has a series of processes which cover all of the activities on a project from start up to close out. It tells you what to do when on a project. PRINCE2® is a method for managing projects. It helps you identify who should be involved and what they will be responsible for. It provides a set of processes to execute and explains what information a project manager should be gathering along the way. PMI’s PMBOK® Guide is a work-based approach for project management and is not a method; and it says so in the publication itself. It is a “guide” to the larger universe of project management knowledge that currently exists. It is a compendium of what is known about project management. Like PRINCE2®, it is a collection of processes. But unlike PRINCE2®, the PMBOK® Guide suggests to the user that the processes are iterative in nature and therefore are not listed in a definitive series. It is not a prescriptive approach to managing a project. PMI gives you recommendations and “best practices” but doesn’t tell you exactly “what to do and when”. So, the PMBOK® Guide could be seen as providing the theory and best practices to project management where PRINCE2® could be seen as one set of tools to deliver project management. In my experience, with a little effort, the two work well together – PMBOK® Guide with the guidance, and PRINCE2® with the how – the tools and timing. Now to the question, should PMI shorten the PMBOK® Guide? No, I don’t think so, actually I think it will continue to grow over the years as more and more is expected of the project manager. For example, our client base is very interested in improving the business, or soft, skills of project managers. There’s actually very little in the PMBOK® Guide as regards this set of skills. Perhaps in the future there will be more in-depth treatment in this area. Q. Overall, what do you feel the changes in both standards say about how the profession is changing? A: I remember in the late 1990s the wide-ranging discussion about whether being a project manager was a job or a profession. Now, more than10 years later, it is clear to me that PMI has been successful in moving that argument forward and has done a significant amount in making project management so much more than a job – they have helped to establish project management as a profession; but they have done it in concert with the many corporations and organizations that we at ESI have worked with for the past 28 years. As the data clearly show, the profession is growing at an impressive rate. The changes to the credential show that PMI continues to support and advance a measurable, repeatable, and valid baseline against which project managers will be measured. Q. What changes to the profession and standards do you see coming in the future? A: As regards to the profession, it is apparent that the influence of certification and standards is having a profound effect on the development of project managers around the world. This trend will continue. In fact, PMI reports that 1.2 million project management job openings occur annually; yet, the supply of project managers is not keeping pace. With 30% of PMI membership due to retire in the next decade, organizations need to be constantly training and developing their staff. That development will only promote the benefits of certification and standard development. PMI, as well as other professional project management associations, such as IPMA and APM, will continue to refine current standards, as well as introduce new ones, as the need requires. For example, I predict that other standards in the areas of program and portfolio management will become necessary for project managers to understand and use. In other words, there will be a more complete integration of project, program, and portfolio management. In the short term, I believe the changes to the PMBOK® Guide and other standards will be driven more by the research PMI is doing in the practice standards that they are working on rather than some large change in the profession itself. I also think that there will be more continued discussions on how the various Project Management Organizations around the world can and do support each other. I don’t think they will go away as each has its own merit – but I think there will be discussion at a high-level about how they relate and support each other.  Joseph R. Czarnecki, PMP, Senior Advisor, ESI International, works with ESI's European and global clients to leverage ESI's expertise and resources to maximize client investments in improving the performance of project management and business analyst professionals and operations. Joe has been with ESI for over a decade and during that time has played a key role in the development and refinement of a majority of ESI’s courses as well as developed several highly tailored project management course suites for ESI’s global clients. www.esi-intl.com |
Posted on: June 22, 2009 01:09 PM
| Permalink |
Comments (2)
Is a Hybrid (Desktop AND SaaS) Approach Best?
| Situation: Your IT shop bleeds MS Blue, but those SaaS tools sure look inviting. Desktop vs. SaaS Schedulers  Here's a phrase I'm sure many of you have heard - "Every real project manager knows how to use MS Project".  Throw that up against "Everyone is buying PM SaaS tools because they just include the functions you need" and you've got two sides to a very important argument. Truth be told, MS Project probably does have some functions not everyone uses and many basic SaaS PM apps don't do much beyond providing online to do lists without any sense of heirarchy or relationship between tasks and resources.Desktop vs. SaaS PPM Tools Providing PPM or just a view of all projects in some form of dashboard is becoming increasingly popular in the SaaS world. However, in looking at enterprise-level SaaS tools, we often run into issues similar to theones we see with schedulers. That's not to say that truly enterprise-grade PPM sftware does not exist. It's just that much of what's out there is just a simple view of all projects that doesn't provide you with enough actionable information. Is a Hybrid Approach a Good Thing? (typically large) Organizations committed to MS Project have the resources necessary for a completely custom Project Server install that's tailored for that company's needs. Many small to mid-size companies that are committed to MS Project need something that is easier to implement. Something pre-configured or easily configured to meet most company's needs. Today, Microsoft rolled out a new section of "Easier with Project", called Project For WorkGroups. This section highlights their partners who have SaaS (and semi-custom in-house) solutions that deliver a comprehensive view of all of your projects being managed in MS Project. So your familar desktop app can tie in with a dashboard that is relatively easy to implement. This is pretty interesting to me as it seems to create a best of both worlds option for a lot of companies. What do you think? (publishers note: Microsoft is one of our advertisers, but then again there are not many PM software vendors that aren't. Given that, you may want to take everything I say here with a grain of salt - or just understand that I think its important to talk about these things) |
Posted on: June 10, 2009 01:06 PM
| Permalink |
Comments (1)
Project Management is All About...
Categories:
Advice
Categories: Advice
| Situation: You crave big picture thoughts about our field. Our General Counsel, Alphonse, hates it when you call him "Alphie". So when Mark is strolling down the halls singing "what's it all about...", he's getting into messy legal territory - Alphonse would do anything to make him stop. I think that asking what project management means to people is something altogether different. Everyone comes up with great answers - ALL of them valid. What they likely represent are the things that each of these folks are best at - their personal differentiators. Or maybe its what they aspire to. In either case they are al good things to focus on as you do your PM work. A couple of days ago, I conducted a quick experiment on Twitter. I asked people to tweet what they thought PM was all about - see the results of my highly unscientific study below. Then tell me - what do YOU think its all about?
|
Posted on: May 22, 2009 10:40 AM
| Permalink |
Comments (3)
Listen Up!
Situation: You want to develop better listening skills. Joe Takash is the author of Results Through Relationships: Building Trust, Performance and Profit Through People, as well as a sought-after media resource and keynote speaker. As the founder of performance management firm Victory Consulting, Joe has worked with clients like American Express, Prudential, Century 21 and General Motors. We recently spoke with Joe, who gave us a few tactical project management-specific pointers and 7 steps to becoming a better listener.So let's start with the tactical tips... Q. Practicing silence is important, but when you feel the speaker is getting off track – what’s the best way to bring him or her back around to the point of the conversation? You have a couple of options. The first is nonverbal which is to nod your head at a faster pace then the person is speaking and open your mouth. These may seem strange, but it gives the nonverbal cue that you’d like to speak. If the speaker does not pick up that signal or you’re speaking on the phone where nonverbal communication is non-existent, wait for a brief pause then use the person’s name with the inflection of a question and let them know you’d like to jump in. Example, “John? Allow me to jump in for a moment,” or “One interjection I’d like to add is…”. Q. The repeat principle is great. Do you have another technique for confirming that you understand what’s being said? Provide the speaker with an example and ask them if you’re on target with their message. Q. You say to “ask good questions”, which can sometimes mean asking the “hard” questions. Any tips on shielding yourself from political fallout related to those good questions? If it’s a hierarchical situation or sensitive subject matter, it’s a good idea to preface your questions with comments like, “Are you open to honest feedback?” or “Do I have permission to speak honestly?” or “No personal disrespect intended, but I’d like to ask a question that may be difficult to answer…” Q. What are some situations where it is particularly important to ask good questions? 1) Determining what value is to a potential client. 2) Clarifying expectations of your role in a project with a boss. 3) Confirming that learning as occurred with a peer or subordinate so you are aligned in understanding. Q. Our audience is made up of project managers. When might they need to emphasize good listening skills? Always, always, always. Listening is the most transcendent quality of managers as it shows respect, builds more, establishes trust and offers the opportunity to develop breakthrough connections not just business relationships. Great listeners are those who differentiate themselves from the poor or average listeners because they serve as trusted advisor and go-to resource for providing feedback. 7 Steps To Being A Better Listener by Joe Takash Listening is as far from a passive activity as anything I can imagine. By being a passive hearer, you may take in some words but give nothing back. Listening requires thought and effort. It means you must work at listening with your head and heart and not just your ears. And it means learning how to respond to what is being said so that you’re listening communicates things your relationship partner needs to hear. Here are seven steps to take in order to gain listening wisdom: 1. Practice silence. As the previous section’s sins suggested, remaining quiet can be a challenge. You’re going to feel compelled to interrupt, to finish sentences and to add your two cents. It takes discipline to remain silent. Make a conscious effort to say nothing until you’re sure your relationship partner has finished his thought. This is easier written than done. Therefore, try practicing it at home before you do it at work. With a spouse or a friend, force yourself to stay silent during a conversation until they’re done speaking. In many ways, it’s more difficult to do this with someone you know well, since conversations are often filled with frequent interruptions by both parties. By practicing silence in a personal relationship, though, you learn the discipline of knowing when to be silent in a professional one. 2. Eliminate distractions. Shut the door, turn off your cell phone, don’t glance at the computer for email. If appropriate—if your relationship partner has communicated that he feels this meeting is important—clear your schedule and tell him that he has all time he needs to make his points. Similarly, don’t bring up tangential or unrelated topics. You want the other person to feel you’ve done everything possible to make 100% listening possible. 3. Focus your attention. This means you can’t daydream, dwell on how you’re going to respond or tune out the other person. Giving your boss or customer your undivided attention is just that—a gift. Reflect on what she’s trying to tell you—consider the literal meaning and also read between the lines. Don’t allow a ringing phone, a conversation going on outside the office or anything else distract you. People are remarkably sensitive to another individual’s attention—or lack thereof. They can somehow tell if you’re only listening at 50%. Give them 100% if you value the relationship and the results it can produce. 4. Show non-verbal attentiveness. We communicate most of our messages without opening our mouths. It’s not enough just to listen attentively; you need to demonstrate this attentiveness. Three easy ways to do so are: nod; make eye contact; smile. Shifting uneasily in your seat or glancing around as if you’re waiting for the police to arrest you are not ways to communicate your attentiveness. Impassive, immobile listeners seem bored. Use your eyes and body language to convey that you’re anything but bored. 5. Use the “repeat principle”. Paraphrase what you thought the other person said. For instance: “If I’m hearing correctly, you’re telling me that” By asking your relationship partner to repeat what you believe is an important point, you’re demonstrating that you want to listen better. Requesting clarification communicates your desire to know exactly what is meant. Now, you can over-use this technique. If you do, you’ll come off as inattentive or hard-of-hearing. Wait until you really aren’t clear on what he’s saying. Or wait until the other person says something where he’s placed a lot of emphasis—either through his tone of voice or because he tells you, “This is important”. This gives you the opening you need to apply the repeat principle. 6. Empathize. Empathy is essential for results-producing relationships, and it’s especially crucial in listening. You have 101 ways to communicate your empathy, not all of them verbal. A knowing look, a nod of your head, a sigh—these gestures can communicate you “get it” faster and more empathically than a long-winded speech. Don’t try to over-empathize—you don’t have to make a melodramatic show of how you’re relating to what a client or manager is telling you. Sometimes, empathy can be expressed by relating your own experience relative to what your relationship partner has described. Sometimes, a simple, “Believe me, I know what you’re going through with Jim”, will get the job done. Empathy really is nothing more than showing you have listened with your heart as well as your head. 7. Ask good questions. Have you ever been in an audience when the speaker asks, “Does anyone have any questions?” and no one responds? It’s as if he never spoke at all—or no one paid any attention to what he said. If you don’t ask any questions during a conversation—or if you just ask perfunctory questions—you’re going to create the same effect. So don’t be shy about asking a few good questions. Even one good question may be enough to show that you’ve listened intently. If you’ve ever listened to a press conference, you know what I mean. Typically, a politician or pro sports coach is asked a bunch of inane questions, and then one member of the media asks the question that really sheds light on a situation. You want to ask that good question. Maybe your boss has just told you that he can’t stand his own boss and doesn’t know how to deal with his unreasonable requests; that he can’t sleep nights, that he’s spending too much work time trying to placate his boss then get real work done. So your good question might be: “Can you talk to the CEO or someone in management and ask them to intervene?” A good question demonstrates you’ve followed the logic of the conversation and are thinking about possible solutions/actions. That’s the mark of a perceptive listener. |
Posted on: May 04, 2009 10:07 AM
| Permalink |
Comments (2)
How Does PPM Help You Optimize Resources?
| Situation: You want your PPM efforts to improve resource utilization. CA, the folks that bring you CA Clarity PPM, recently sponsored an IDC Survey - Organizations Optimize  Resources with PPM. We were lucky enough to ask IDC researcher, Randy Perry, a few questions about the survey and what it really means to you. By asking these questions, I tried to draw out some areas that you might want to focus on when conducting these types of efforts. Q: At the beginning of the report you offer a summary of benefits that participating companies experienced. • Number of projects managed increased 35%. • Cost per project was reduced 37%. • Redundant projects dropped 78%. • IT staff productivity increased by 14%. • Project failure rate dropped 59%. • The total annual benefit per 100 users is $83,500. • Payback occurred in 7.4 months. Which of these mattered most to these companies? (perhaps a top 3?) and why? Did the most important results line up with the way they sold the efforts in the first place? Randy Perry, IDC: The first two key benefits experienced by companies were reduction in number of redundant projects and reduction in the project failure rate. Roughly 40 percent of total savings came from reducing failed or redundant projects. Prior to the implementation of PPM software, companies, on average, had nearly 40 percent of their projects fail or deemed redundant. The primary cause of failed and redundant projects occurs in the planning stage due to issues with governance, IT demand, prioritization and selection. Most of the projects that failed should never have been initiated in the first place because they were not aligned with business goals or IT did not have a clear set of goals at the outset. Redundant projects would never have been initiated had all stakeholders had visibility into project prioritization. The third benefit most appreciated by companies in the study was the reduction in per-project costs. Per-project costs were reduced by 37 percent, which was primarily a result of better project and resource management. Better management allowed for a reduction in the time it takes to complete projects and also led to optimization of project staffing. Twelve of thirteen companies reported a reduction in project time by 13-63 percent (an average of 35 percent). Most companies used this time savings to complete projects that had been put off due to lack of resources. Q: You talk about organization measuring itself in the following areas: • IT governance • IT demand assessment • IT demand prioritization and selection • Business relationship management • Project management • Resource management If you were to come up with a forced ranking, how would you rank these in terms of their importance to an organization’s productivity? In terms of organizational effectiveness? (and Why?) Randy Perry, IDC: These areas are not entirely distinct and benefits of one tend to spill over into the others. For instance, IT governance is critical to an organization; it drives most of the other benefits. Prior to deploying PPM, 54 percent of the companies in the study had no IT governance program. In other words, their IT departments operated independent of the businesses they were supporting (budget setting notwithstanding). The business had no way of translating its goals to the IT department, no way of measuring the success of projects or IT, and, therefore, no real control of IT resources. Implementing IT governance establishes the link between business goals and IT budgets: it measures IT projects by their contribution to businesses’ strategic initiatives and ties changes in the business to changes in IT priorities. IT governance ensures that every project undertaken by IT has been approved by a board of stakeholders. Project goals are set and project successes can be measured. No one can later say: “Why are you doing that?” Resource management is the second largest benefit driver, accounting for 16 percent of total savings. Like IT governance, this is a planning area. PPM provides a way of looking at all the project-related requirements and then prioritizing people and other resources. Project management, perhaps the third most important driver, contains the knowledge loop that enables process improvement and optimization. Each project becomes a knowledge resource, enabling each successive project to be more efficient. Over time, projects are completed quicker with exactly the resources needed – no waste. Q: Clearly tools, coupled with process, have an impact in the following areas: • IT governance. • IT demand assessment. • IT demand prioritization and selection • Business relationship management • Project management. • Resource management. Are there particular tool functions that are important in each of these areas? Are there tools (specific tools or classes of them) that you know of that are particularly effective in any of these areas? Randy Perry, IDC: We really do not have research specific to a single function or tool. We covered a wide variety of tools – looking at seven different vendors. We found that one third of the participants used tools from multiple vendors. Q: At the end of your report, you categorize the study participants by industry, noting their maturity before and after PPM efforts. Which industries benefited most (and least) from PPM efforts? Why do you think that is? Randy Perry, IDC: The top three companies that saw the greatest benefits were financial institutions; the top two of those three were also among the most mature, so it’s all related. Financial organizations tend to have a greater reliance on their IT infrastructures than organizations in other industries do and, as such, their IT operations are more mature. Technology merely enables processes and policies. Companies at maturity level three (those with standardized processes, procedures and PPM tools) experienced 50 percent higher benefits than organizations at maturity level two (those with automated, but not standardized, processes and procedures) and 58 percent higher benefits than companies falling between ad hoc and automated, but not standardized processes and procedures. On a related note, IDC’s PPM Maturity Value Calculator, which was developed from the same IDC research. The calculator provides a personalized PPM maturity and benefits assessment. After using it, individuals can request a detailed action plan by email. The calculator is meant to give an overview of the benefits and next steps needed to build a PPM business case. |
Posted on: April 27, 2009 06:32 PM
| Permalink |
Comments (2)
