Certification Insider

Recently we’ve seen a trend: The Project Management Institute (PMI)® appears to be doing more Project Management Professional (PMP)® audits. That’s where they review your application in detail prior to approving you to take the PMP® Exam.

But there’s another part to this trend: we are seeing more people failing audits and reaching out for help. If that’s you, don’t worry: I’ve got you covered with this article. And if you are in the middle of your PMP training and preparing your application right now, read on: I have some great tips to help you avoid the headaches audits can bring.

Why PMI® Does Audits

First, you should know that being selected for an audit is random. There’s nothing on your application that flagged it as being worthy of a second look. PMI does, however, reserve the right to audit any candidate at any time – that’s clear in the PMP Handbook.

PMI does audits to ensure the standing of the PMP credential. The application team wants to make sure that their policies are fair and that they are only moving people to the next stage of the process who are eligible for the credential.

In other words, audits protect you because they ensure the value of the PMP credential stays high. As PMI can’t subject every application to an audit, they select a proportion to review.

The Audit Ensures That You Are a Project Manager who Leads & Directs Projects

One reason that the PMP credential has such a high regard around the world is the fact that it is reserved for a very particular group of people: project managers who lead and direct projects. And the audit ensures that you - the applicant - meet this qualification. So let’s make sure of that:

• You are a project manager if you are the person who has been assigned to lead the project team responsible for achieving the project objectives.
• You are leading and directing if you are ultimately responsible for the tasks as well as have the knowledge and skills specified in the PMP Examination Content Outline.
• And finally it is only considered a project if it is a temporary effort (with a clear beginning and end) undertaken to create a unique product, service or result.

If you or the work you are responsible for do not meet all of these criteria then you should not apply for the exam.

Where the PMP Audit Fits Into the Application Process

If you are selected for a PMP audit you’ll find out by email after your payment has been processed.

You’ll have 90 days to provide the information that the audit team needs. Once you’re successfully out the other side of the audit, your one-year examination eligibility period starts.

How You Can Fail The PMI Audit

There are 3 ways that your application could result in an audit failure:

1. No Fault
This is where the audit team can’t verify your education or experience – you either don’t have the experience or education required or it isn’t clearly enough described in your application.

2. Non-Compliance
This is the outcome if you choose not to go through with the audit process at all. If you don’t respond to the audit you’ll receive a one year suspension period before you can apply again.

3. Fraud
If PMI identify that you have provided false information on your application then you will be permanently suspended from taking any PMI exams. Forever.

Top Reasons For Failing The Audit (And How To Avoid Them)

So what could result in your application failing the audit process? Here are some of the top reasons we have gleaned from students and what you can do to avoid them happening to you.

Your experience entries do not meet the requirements of the PMP credential

The work experience you’ve listed is not aligned with the project management process areas (initiating, planning, executing, monitoring and controlling and closing). It might not be possible for PMI to see what role you took on the project. They need to see that you lead and directed the project.

They also need evidence that you have experience in each of the process areas. You don’t have to show experience in every area for every project but the totality of your application should document that you have experience that stretches across the whole of the Exam Content Outline.

Considerations:

• Make sure your application covers all process areas.
• Use PMI terminology to describe what you did and the tools and techniques you used.
• Try to show your experience across different knowledge areas.
• Focus on what was most important for each project.
• Talk about what you did and how you did it, not what you were responsible for. Describe your contribution in concrete terms.

You’ve submitted experience that wasn’t on projects

PMI doesn’t care about the work you do outside of projects. If you are not clear enough to determine whether they are truly projects, PMI may deem that experience inadmissible.

Considerations:

• Write clear descriptions for your projects.
• Describe the project objective in a sentence.
• Summarize project deliverables by process area (for example, state the project management documents you were personally responsible for in each process)
• Add a single sentence to describe the outcome.

You’ve grouped information about multiple projects

PMI wants to review what you did on each individual project and your application will be rejected if you group information about multiple projects.

Considerations:

• Do not combine your small projects into one.
• List each project separately.

You included voluntary projects

While working on projects unpaid can give you considerable experience, for the PMP® application PMI only wants to see projects that “represent professional and compensated work.” If you include voluntary work this could cause you to fail.

Considerations:

• Only include projects that you were compensated for.

You didn’t submit all the required audit information in one go

PMI requires that you send all your audit information back in one bundle. If they receive an incomplete submission from you, that’s an automatic fail.

Considerations:

• Making sure you have everything required before you respond to the audit.

Boost Your Chances of Success

Going through an audit isn’t the end of the world. If your application is solid, the audit process doesn’t take long and you can start preparing for your exam. If you want to avoid the extra steps and stress that an audit might bring, it helps to have an experienced PMP coach review your application. This can give you confidence and ensure that your investment in your application has the best possible chance of success.

You might also choose to use a PMP coach if you’re preparing a new application after failing an audit. They can help you select appropriate, different projects that are new for PMI’s review: the audit team may not pass projects that previously failed.

If you’ve been audited once you should expect to be audited on your next application. It might not happen: but it’s highly possible. Using the tips in this article you’ll be well prepared in case that happens.

About the author: Cornelius Fichtner, PMP is a noted PMP expert. He has helped over 40,000 students prepare for the PMP Exam with The Project Management PrepCast at http://www.pm-prepcast.com and The PM Exam Simulator at http://www.pm-exam-simulator.com.

If you are studying for or plan to study for the Project Management Professional (PMP)^® Exam you have likely heard you need to read A Guide to the Project Management Body of Knowledge (PMBOK^® Guide) at least three times. But, did you know that reading the PMBOK^® Guide is not enough to pass the PMP^® Exam? One popular misconception concerning the PMP Exam is that it is based solely on the PMBOK^® Guide. It is a great study tool but there is material on the PMP Exam that is not covered in the PMBOK^® Guide so you need to locate and select quality supplemental resources to cover this additional material. The PMP Exam covers a variety of questions to include those that are based on the PMBOK^® Guide, situational type questions and those that cover other project management concepts not necessarily included in the PMBOK^® Guide. Here we will look at some additional resources you can use to help ensure you are as prepared as possible for the PMP Exam.

Why Should Supplemental Resources Be Used?

The PMBOK^® Guide is a wonderful study tool that contains the majority of the content you need to learn for the PMP Exam. However, it does not cover all of the content you will encounter while taking the exam. One place to start is to read the Project Management Professional (PMP)^® Examination Content Outline, which is published by the Project Management Institute (PMI)^®. It provides detailed information pertaining to what the PMP Exam covers but also includes skills, knowledge and tasks that are not covered within the PMBOK^® Guide. Let’s take a look at an example of question that could appear on the PMP Exam that would not be covered by the PMBOK^® Guide:

The team members do what the project manager tells them because she has the authority to provide negative feedback in their appraisals. Which of the following types of power describes this situation?
A. Referent Power
B. Formal Power
C. Technical Power
D. Coercive Power

Correct answer is D
Explanation: This is an example of coercive power. The project team is afraid of the power that the project manager holds and therefore does what she tells them to do because of this fear.
Reference: French and Raven's Five Bases of Power

If you knew the answer to the sample question above, that’s great! If you didn’t there is no need to panic. Just follow good testing techniques by first reading the question and available choices then making your best educated guess. Don’t spend too much time on a single question. Mark it if you need too, then return to it once you finish the rest of the exam.

What Are Supplemental Resources?

What types of supplemental resources are available that cover additional skills, knowledge and tasks? There are several options available to you. One option is a PMP Exam study guide, also called PMP Exam prep books. These cover much of the same content as what is in the PMBOK^® Guide but are worded and explained in a manner some find much more relatable and easier to understand.

Other possibilities include PMP^® Exam simulators and free practice questions. Not only do they provide for an opportunity to practice answering questions but they also help you identify the knowledge areas where you are strong and those in which you are weak. This is a good way to help you determine where you need to spend your valuable time studying. Just make sure you use a simulator or questions professionally produced or one from a PMI^® Registered Education Provider.

Then there are the more portable options such as flashcards, mobile apps and podcasts. PMP Flashcards are an easy study tool that can be used just about anywhere or anytime; they are small and can be used to test your knowledge in your spare time; and there are even electronic flashcards that can be accessed on your phone. PMP^® Apps are also becoming increasingly popular and there are many to choose from, some of which are games and others that use alternative methods to teach concepts. PMP Podcasts are also a great portable PMP Exam training option that allow you to listen to or watch PMP-related lessons wherever you are and whenever you have a few spare moments.

Finally, if you are looking for a more traditional face-to-face type of resource, check out your local PMI chapter. There you can find motivation to study for the PMP exam, possibly a study group, or even formal PMP^® Exam prep classes. Many students also find that formal PMP Exam training or PMP Exam coaching is often an effective method of receiving this supplemental information.

Where Can I Find a PMBOK^® Guide Free Download?

If you were to order a hard copy of the PMBOK^® Guide from Amazon you could expect to pay over $50.00 U.S. plus shipping. If you are, or become, a member of PMI you can access a free electronic PDF version of the PMBOK^® Guide. This can be downloaded to your computer and opened using your PMI password. In case you were wondering, yes you should read the PMBOK^® Guide multiple times. That is a given because it is the basis for a large portion of the PMP Exam content. You should also look at other resources that cover those concepts not discussed within the PMBOK^® Guide but mentioned in PMI’s Project Management Professional (PMP)^® Examination Content publication.

As you can probably see, supplemental resources can come in a various formats, so select the format that is most convenient for you and your study plan. The body of PM knowledge is vast and it is impossible to predict exactly what will be covered on the PMP Exam. However, you can increase your probability of success by being completely prepared for the exam. Don’t stress or go overboard when studying these additional concepts; but keep in mind, it is often that while studying these additional concepts that the PMBOK^® Guide topics become more clear or more easily understood. Also, as you are studying these concepts, remember that they not only help you pass the PMP Exam, but will also help you be a better project manager.

An interesting question that some of my students have been asking lately is whether they should spend time studying for the Project Management Professional (PMP)® Exam or concentrate on studying for the PMI Agile Certified Practitioner (PMI-ACP)® Exam. In response to this question I give one of my favorite answers as an instructor – “Well…. it depends!” You might as well ask me "Should I get a Master’s Degree in Mathematics or Physics?” Or "Should I become a Painter or a Philosopher?"

The answer to this question cannot really come from me, but it has to come from within you and depends largely on your goals, desired career path and preferences. For example, do you want to be managing a 10-Year project for SpaceX to send satellites to Jupiter? Then do your PMP® Exam prep first, because we are talking serious Waterfall-based approaches. Or do you want to be working for a small startup company developing software? Then go for PMI-ACP® because you need Agility. So the answer isn't "what Cornelius says", but instead "what you want and what you need". To help you determine which is a better fit for you, let’s delve into the benefits of each approach and then you can make your own educated decision.

Waterfall or Agile? – Projects and Career Path

In order to determine which certification is more important for you to obtain as a project manager really starts with the question of what type of career you are seeking in the project management field. Just like many organizations need to decide if Waterfall or Agile Project Management is the right choice for any specific project, so it is also true that an aspiring or current project managers need to decide which type of project management training and experience will help them successfully continue their project management career well into the future. The PMP exam is largely based on A Guide to the Project Management Body of Knowledge (PMBOK® Guide), which outlines mainly a Waterfall Project Management best practice approach to successfully executing projects, while the PMI-ACP (as well as other Agile Project Management certifications) are based on an Agile Project Management best practice approach.

Waterfall Project Management Overview

Waterfall (sometimes referred as ‘Traditional’) Project Management involves an in-depth upfront planning process and follows a linear, pre-determined project schedule over a specified period of time. Waterfall projects are typically predictable, have a definitive end date, and have explicit procedures of how projects are initiated, planned, executed, monitored and controlled, and closed (Deming's Plan-Do-Check-Act Cycle). The advantages of using the Waterfall method to manage projects is having clear expectations and meeting those expectations by achieving certain milestones. Waterfall originated in the Manufacturing industry as a result of understanding that changes in scope mid-project were usually very costly. Generally companies use Waterfall on their projects when:

• They have executed a similar type of project previously and it is almost cookie-cutter
• They are able to determine up front the specific project scope and requirements
• They can fairly accurately estimate the resources, cost and work effort necessary to finish the project on budget and on time

Agile Project Management Overview

Agile Project Management is an iterative approach that helps project teams deliver the highest value work possible to the customer within a rapidly changing environment. The essential aim of Agile is to be flexible and be able to adapt to changes rather than being forced to execute against a pre-defined plan that may become obsolete as the project progresses. There is usually no definitive end date because the customer may decide at any point in the project that the functionality already delivered is sufficient for their needs. And Agile also uses Deming's Plan-Do-Check-Act Cycle. The only difference is that product components are delivered to the customer every 2-4 weeks rather than only at the end of the project, so that they can provide feedback to ensure the project team is headed in the right direction. Agile originated in the Software Development and Mobile Application industries to help companies be first to market with new and innovative products, giving them a competitive advantage. Generally companies use Agile on their projects when:

• They do not know specifically what they want
• They do not know how long it's going to take to produce
• They do not know how much it will cost to produce

The Future of Waterfall and Agile Project Management

So you may be wondering what the future of both Waterfall and Agile Project Management is and what types of opportunities will be available to you as a project manager. Well I firmly believe that Waterfall will never truly go away since some of the basic principles are also used in Agile, such as decomposition, rolling wave planning, continuous improvement and process tailoring, to name a few. Aerospace, Medical Device and Government Contracting will still be alive and well for many years to come, although they are now embracing a ‘Hybrid’ Project Management approach, which allows companies to tailor their processes to a combination of the best practices of both Waterfall and Agile. However, it will be important to have your PMP certification in order to understand the basics of how these mainly traditional companies have been operating in the past.

Waterfall or Agile? – What’s Right for You?

If you decide that Agile is the career path for you then there are a few different ways you can go. The first would be once again to gain a good foundation in Waterfall by obtaining your PMP certification but also getting your PMI-ACP Certification soon after, which will provide you an  overview of Agile principles, best practices and different Agile methods. This will give you a solid background in both Waterfall and Agile Project Management methodologies that will position you nicely for the new ‘Hybrid’ approach that many companies are embracing. You can also choose to go with an organization that is new to Agile and become a champion or driving force for change across the company using Agile. And lastly, if you really want to be ‘extreme’, you can choose to seek out companies that are cutting-edge and use advanced Agile methods such as Lean Software Development, Kanban and Extreme Programming, which will require more extensive and specialized certification training outside the realm of the PMI-ACP certification.

Waterfall or Agile? – How About Both?

In my own experience I have seen that many aspiring or current project managers decide to obtain their PMP first since it is the most globally-recognized Project Management certification and is still the methodology used on the majority of projects being executed, and then obtain their PMI-ACP certification in addition to their PMP. I believe this is a good way to go because once you understand the basics of general project management by obtaining your PMP, you may start to work on a few Agile projects with your company and decide it’s a better fit for you. And bear in mind again that the majority of contemporary projects are no longer strictly ‘Waterfall-Only’ or ‘Agile-Only’. More traditional companies in the Aerospace, Medical Device and Government Contracting industries are now embracing a ‘Hybrid’ Project Management approach, which allows them to tailor their processes to a combination of the best practices of both Waterfall and Agile.

So… once again… when you ask me the question ”Should I become PMP Certified or PMI-ACP Certified?”, in the end… it depends! And it really depends on you!!!

(Click to download MP3...)

Project Portfolio Management and the realization that strategic alignment of all projects within an organization is crucial are both gaining ground. And this realization also emphasizes the need for having solid project selection methods.

But how exactly do you do all of this? The number of books that focus on practical advice for implementing a strategic project portfolio management process is quite small. Lucky for us that a new one with exactly that focus has just been published

The new book is titled Project Portfolio Management in Theory and Practice: Thirty Case Studies from around the World (Best Practices and Advances in Program Management) written by Jamal Moustafaev (https://ca.linkedin.com/in/jmoustafaev. In our discussion, we answer these questions:

• What is project portfolio management?
• What are the three pillars of strategic PPM?
• What are some project selection models that support a company's strategy?
• How do we achieve strategic alignment?

(This interview was originally published on The Project Management Podcast.)

Have you ever been in a meeting and then sent a text message from your phone that read: Help! I'm Stuck in this Meeting and They Ran out of Donuts? I hope that you never have to and I also hope that anyone attending YOUR meetings never feels that such a cynical text message is necessary when you are leading it. But what exactly makes a good meeting? What are the meeting management techniques that project managers have to know and master?

Meeting management is part of the Project Management Professional (PMP)^® Exam Content Outline, so it is possible that you’ll be asked about this in your exam.

In this article, I will cover what you need to know about this subject for the PMP^® Exam, and you’ll also pick up some great tips for managing successful meetings every time. I’ll share exactly what you have to do to manage your meetings successfully including the 10 essential meeting management techniques that you won’t want to miss!

PMP^® Meeting Management Techniques Defined

Let’s begin by defining what meeting management techniques are. They are the activities you do in the meeting to manage the discussion and to get a clear outcome. If you think that sounds similar to ‘meeting best practices’ then you’d be right! Meeting management techniques can also include the tasks you do either side of the meeting such as issuing the project management meeting agenda in advance and following up actions afterwards.

Meeting management techniques are an important part of how project managers do their job, and if you think the skills are all common knowledge then you’d be mistaken. I’m sure you can think of meetings that you have attended where there has been no agenda and you’ve left the room knowing that the actions won’t be documented. As a PMP, meeting management skills help you avoid those situations.

10 Essential Meeting Management Techniques for PMP^®

Let’s dive straight into the details. Here are 10 essential meeting management techniques for PMP^® certified professionals to master.

1. Develop a meeting objective.
   This is really important because you should be leaving the meeting knowing that something is different on your project, even if that is that you have just updated everyone.
    
2. Develop the agenda
   This is something that a lot of project managers struggle with, so if it feels difficult to you, be assured that you are not alone! The tip I have here is to standardize your project management meeting agenda as much as possible. Then you’ll only have to change a few items every time you have the meeting.
   
   Ask your team and the others who are attending the meeting to contribute their topic suggestions for the agenda in advance. This gives you early warning of the subjects that people want to discuss and helps the discussion stay on track.
    
3. Send the agenda ahead of time
   Remember to issue your agenda generally a few days beforehand. Any earlier and the attendees will forget they’ve got it!
    
4. Tailor the meeting to your culture
   Make sure that the meeting is suited to the environment you are in. An informal workshop isn’t going to be successful in a very formal office environment, for example.
    
5. Invite the right people
   The right people for your meeting are determined by your meeting objectives. Think about who will help you achieve those objectives and work on getting everyone there. If the ‘right’ person is unavailable, ask them to delegate their attendance to someone else. The delegate should be able to cover the items on the agenda that relate to their area. Ask that the delegate is fully briefed and has responsibility to commit to decisions.

   If, however, you think that it’s imperative that the “right” person and not a delegate participates then you will have to change the meeting date or time to make it possible for them to attend.

6. Start and end the meeting on time
   This one is pretty straightforward! Just start at the time you think is right to start and let others join as they arrive. Next time hopefully they’ll get the message that you won’t hang around. It’s disrespectful of everyone’s time but remember that it means you can’t be late either.

7. Introduce everyone
   As you open the meeting, spend a few moments going round the table asking everyone to introduce themselves. This is especially important when you are starting a project as the team might not know each other. This doesn't need to take long: name, department and role on the project are normally enough.

8. Manage conflict during the meeting
   Conflict in a meeting is going to happen and it’s often about opposing viewpoints on a topic. Discussion is healthy, so let it happen and be aware of when it threatens to take over the meeting. At that point you should say that the topic needs to be taken offline. Record the fact that the discussion isn’t finished and be sure to pick it up again outside the current meeting otherwise you’ll find that it festers.

9. Assign someone to take notes
   Unless it’s a meeting where there won’t be many actions or decisions, it’s important to make sure that there are notes covering what was talked about. It can be hard to chair a meeting and take adequate notes, so if necessary, get someone else to do the notes for you.

10. Document the action items with responsible parties
    This normally takes the form of meeting minutes. Minutes should be written up and sent out within a few days of the meeting. If the meetings are long and detailed you will want to offer the team the opportunity to review them for errors before you issue a final version. Then you need to track that individuals with actions are working on their tasks and will be able to report back on progress during the next meeting.

Project Management Meetings With Virtual Teams

The 10 essential meeting management techniques above are perfect for in-person meetings and they also work well for virtual meetings. However, when your team isn’t physically with you for the meeting you should consider some other techniques for managing your meetings. Virtual meetings need additional preparation and management. For example, you should test your technology. Make sure that your webinar tool or screensharing app works and that you all know how to use it. Check the connections from wherever you are going to be joining from. Triple check the time zone conversions so that you are expecting everyone at the right time.

A final tip for virtual meetings is to try to create a level playing field. For example, don’t have the whole team in one place with a single individual joining by conference calls. That creates inequality in the experience of the meeting and is likely to lead to the person on the phone feeling as if they aren’t part of the discussion (or becoming so disengaged that they start focusing on other work instead of your meeting).

Taking it Further: More on Meeting Management for PMP^®

Meeting management techniques are something that you can learn and improve with time. The tips in this article will help you quickly boost your skills at managing meetings, but they are still only the start of your journey towards becoming a confident meeting chair.

And for the PMP Exam? When you are choosing a PMP training course, look at the syllabus and check that it covers meeting management along with everything else. You can be confident that The PM PrepCast includes everything you need to know about meeting management techniques for PMP, with comprehensive coverage of everything else you need to pass the PMP Exam.