The Project Management Corner

What is the difference between PMP and ITIL certifications? Which one is better? These are questions that many aspiring and experienced project managers have when they explore the certification options. In my view, it is not a case of one certification being better than the other. Both can be useful to project managers, depending on their needs.

One of the differences is that PMP (Project Management Professional) applies to projects while ITIL (Information Technology Infrastructure Library) is service oriented. In addition, ITIL is specific to the IT industry, whereas PMP tools and techniques can be applied to a wide range of industries. Some professionals working in IT opt to get both certifications. The PMP, owned by the Project Management Institute (PMI) is a project management approach based on the Project Management Body of Knowledge (PMBOK) guide. The PMBOK provides the tools and techniques of project management which consists of five process groups and ten knowledge areas. ITIL, currently owned by AXELOS, is a framework for IT service management. It is a set of detailed practices for developing, delivering and managing IT services and includes twenty-six processes.

The pre-requisites for certification differ for PMP and ITIL. For example, the PMP certification requires project management experience in terms of number of hours. The ITIL certification has several levels - Foundation, Practitioner, Intermediate, Expert and Master. There are no pre-requisites for the ITIL Foundation exam. However, candidates have to pass the Foundation exam in order to move on to the other levels. Subsequent certifications in ITIL may require professional experience as well. Project Managers planning to obtain either of these certifications should review the pre-requisites carefully and understand the requirements

Another aspect of the certification is credential renewal. The PMP credential is renewed every three years by obtaining sixty PDUs (Professional Development Units) during each cycle. There are several ways in which you can obtain the PDUs. If not renewed, the certification expires after three years and the exam has to be retaken to maintain the credential. ITIL has a Continuing Professional Development (CPD) scheme which is tied to their digital badges. The digital badge is linked to the certification and can be obtained by joining the provider's membership program. To maintain the digital badge, members must obtain twenty CPDs during a twelve month period. However, the certification itself does not expire.

Certifications are an excellent way to boost your professional profile. Before embarking on your certification journey, do some thorough research to understand what is available and whether it fits your needs.

What are your experiences with project management certifications? Please share your thoughts in the comments.

References & Further Reading:

ITIL VS PMP - Must Know Which is Best?

ITIL Foundation or PMP for Project Management Certification

Which one is a better and widely accepted certification from an Indian market point of view: ITIL or PMP?

ITIL Certifications

Project Management Professional (PMP)® 

Project Managers have to be excellent communicators. Nearly 90% of a project manager's time is known to be spent in communication with teams, stakeholders, clients etc. In this TED Talk, '10 ways to have a better conversation', Celeste Headlee discusses things that we can do to improve our communication skills. They are not the usual standbys that we already know such as look the person in the eye, think of interesting topics to discuss in advance, nod and smile to show that you are paying attention, and repeat back what you just heard. It's time to put these to rest and master new skills.

Here are the 10 tips in summary. Most of these are related to mistakes that we make while having conversations. 

1. Don't multitask. Be present and be in that moment.

2. Don't pontificate. If you want to state your opinion without any response, her advice is to write a blog. :)

3. Use open ended questions with who, what, when, where, why and how.

4. Go with the flow of the conversation. Other thoughts will come into your mind. Let them go out.

5. If you don't know, say that you don't know.

6. Don't equate your experience with theirs. All experiences are individual.

7. Try not to repeat yourself. This can happen in work conversations when we try to make a point.

8. Stay out of the weeds. Forget the details about years, names, dates, etc.

9. Listen. "Most of us don't listen with the intent to understand. We listen with the intent to reply" - Stephen Covey.

10. Be brief.

Watch the TEDTalk. If you master at least a few of the 10, you will be on your way to improving your communication. Something to add to the New Year resolutions list!

As project managers and professionals we all want to improve ourselves, become better at what we do and grow. In his video 'How to get better at the things you care about', Eduardo Briceño talks about what we can do to continue improving. Here are my 5 takeaways.

1.    The Two Zones

The most effective people and teams alternate between two zones,

• The learning zone: Maximizes our growth and future performance.
• The performance zone: Maximizes our immediate performance.

To continue improving we must have both of these zones in our lives and we must be clear about when we want to be in each of them with goals, activities and expectations. The learning zone includes goals for what we want to improve and the activities for those improvements. This is where we concentrate on what we haven't mastered and most importantly expect to make mistakes. In the performance zone we focus on what we have mastered, execute as best as we can and try to minimize mistakes.

2.    The Way to High Performance

One of the reasons we don't improve despite our hard work is because we spend too much time in the performance zone, doing. This hinders growth and long term performance. To become a high performer we have to alternate between learning and performing.

The learning zone is where we do deliberate practice, being clear about which sub skills we are trying to improve and concentrating on going beyond what we can currently do. For example, improving our typing speed by 10%. We can also solicit frequent feedback and continue to adjust.

In the performance zone we get things done in the best way that we can and gather information to identify what to focus on next, when we go back to the learning zone. The key is to purposefully build our skills in the learning zone and then apply them in the performance zone.

3.    More Time for Learning

To continue improving we must spend more time in the learning zone. There are several things we can do to achieve this.

• Develop a growth mindset by believing and understanding that you can improve.
• Find a purpose that you care about, because improving a particular skill takes time and effort and it can't be done without a purpose.
• Have ideas or find ideas about how to improve and what you can do to improve.
• Be in low stakes situations. Mistakes are expected in the learning zone and their consequences must not be significant.

4.    High Stakes vs Low Stakes

One of the reasons that most of us spend more time in the performance zone is that our work environments are often high-stakes. Most of us operate in organizations that encourage great work and flawless execution cultures. We can't afford to make mistakes in our projects because the consequences could be catastrophic. This type of environment leads employees to stay within what they know rather than trying new things and taking risks. The learning zone requires low-stakes environments where we can make mistakes and learn from them. One thing project managers can do is to create low-stakes islands within high-stakes environments for ourselves and our teams.

5.    Create Low Stakes Islands

There are several things we can do individually to create low-stakes islands for ourselves and our teams.

• Find a mentor: Find a person with whom you can exchange ideas, have vulnerable conversations or role play.
• Feedback: Ask for feedback oriented meetings as your projects progress.
• Self-learning: Take time to read, watch videos or take online courses.
• Observation, reflection and adjustment: Execute projects and perform as expected. Then, reflect on what you can do better next time. Observe and try to emulate experts in the field.
• Sharing: Lead and lower the stakes for your teams by sharing what you want to get better at by asking questions about what you don't know and by soliciting feedback. Share mistakes and what you learned from them so that your team members can feel safe to do the same.

Always have something that you are trying to improve so that your improvement is never ending. “When we strive to become better than we are, everything around us becomes better, too.” ― Paulo Coelho, The Alchemist

Requirements management is a critical part of executing a project. PMI’s research has shown that poor requirements management is a major cause of project failure. Apart from defining a good requirements management process, project managers must also recruit a team of skilled business analysts. The elicitation and the management of the requirements can define the entire course of the project and the capability of the business analyst team is crucial to success. As project managers we have to be able to spot good business analysts and know the vital qualities that distinguish them.

Here are the five essential skills that a good business analyst should have.

1. Analytical skills

A Business Analyst must be able to dissect a requirement, analyze its impact on the system and understand how it fits into the overall business objectives. Analytical skills are the livelihood of the business analyst. Even the greenest BA must have some level of analytical ability to take up the role. An experienced BA should know how much to analyze and be able to establish what is needed to implement the requirement. The BA team cannot be in a state of analysis-paralysis, not knowing when to end the analysis process. They must have the ability to keep the objective in mind and set an exit point for the analysis as well as guide the business users to do the same.

2. Communication

Business Analysts must have excellent communication skills. They spend a great part of their time communicating with clients, team members and other stakeholders, from eliciting requirements to discussing solutions to building  a consensus. The BA has to be able to communicate clearly and confidently with business teams and technical teams alike. They have the responsibility of eliciting the requirements from the client which can set the entire course of the project. Any gaps in communication can lead to serious problems and have an impact on the product  to be delivered. Project Managers therefore have a responsibility to ensure that the BA team has the necessary level of communication skills for the role.

3. Ability to build relationships

As the liaison between the team and the business users the BA should be able to build relationships and share a good rapport with all parties. They have to elicit the requirements from the business users and then convey them to the technical team. For a BA to conduct both of these activities successfully they must engage and build good relationships with everyone they interact. At times the BA may even have to mediate disagreements between business users and technical teams or development and quality assurance teams and get buy-in from all groups. The BA who can develop strong relationships and work collaboratively with everybody will be a great asset to the project.

4. Technical know-how

Business Analysts should have good technical acumen and knowledge of the technology being used to build the product. Sound technical ability will help the BA to translate the requirements from the business side to the technical team easily. Having knowledge of the underlying technology will increase the BA’s ability advice the client about technical limitations and propose alternative solutions during the requirements elicitation process. Moreover it will enable the BA to work more closely with the development team.

5. Domain knowledge

Another important skill for a Business Analyst is strong domain knowledge of the relevant system and industry. Lack of domain knowledge can cause problems with the requirements which in turn will have an adverse effect on the overall project. A BA who lacks domain knowledge will usually take everything the client says as-is and will not be able to advise or provide input. With sound knowledge of the domain a BA can work confidently with the business team, understand the business objectives, ask the right questions and improve the overall quality of the requirements.

What are the other skills that you think are important for a BA to be successful? Please share your thoughts in the comments.

With more and more projects using agile, having a certification is definitely a plus for your career. For someone who is new to agile practices, like me, the certification training course also helps to understand how the scrum framework really works. If you are thinking about becoming a Certified ScrumMaster (CSM), here are 6 things that you should consider.

1. What is your objective?

First, think about your objective for getting the certification. The CSM offered by the Scrum Alliance is an entry level certification where you will learn the fundamentals of scrum. The only prerequisite for the exam is that you attend the training course. If you are new to agile / scrum, obtaining the certification is a good starting point. I found the course to be an excellent way to get an understanding of all the basics. On the other hand, if you are an experienced agile practitioner you may want to look at alternative certifications such as the Agile Certified Practitioner (ACP) offered by PMI. Do some research and find out what else is out there before making a decision.

2. Finding a course

Your training experience depends largely on the instructor. Finding a good instructor is key to getting the maximum benefit out of the training. You can find the available courses through the Scrum Alliance website. However, it's best to do some research about the instructors as well before you decide which course to take.

3. What you will learn

During the course you will learn the fundamentals of scrum including the scrum roles, team compositions, scrum meetings, the product backlog, burn down charts etc. The trainer will run the course using scrum principles so you will get some insight into the environment. Personally, my training experience was excellent. I enjoyed the course and the learning I gained was very valuable.

4. What you will not learn

The training, however, will not prepare you to implement scrum from scratch if you are starting out. You will learn the scrum principles and how a scum project should be run but, if you are a newbie you will still need the help of a coach or someone who is experienced to startup a scrum project. This will be more challenging if the rest of the team is new to scrum as well. The Scum Master's role is to facilitate, coach and help to remove the impediments for the team, working as a servant leader. If you have previously worked as a project manager it may take time to adapt to the role. 

5. What are your clients looking for?

Another aspect you should think about is what your clients are asking for. Are they looking for CSM or PSM (Professional Scrum Master) certified professionals? If they favor one type of certification, it might be worth your while to do that in order to highlight your skills.

6. Career path

Scrum has taken away the need to have a project manager in the team. The responsibilities of a project manager have been divided among the scrum team roles. Some companies are retraining their project managers to be either Scrum Masters or Product Owners. If you are playing the role of Scrum Master for a particular project and plan to continue in the project management path the certification will help you to perform your role better. On the other hand if your company is moving towards scrum you should consider your long term career goals. You may even want to consider taking the Certified Scrum Product Owner (CSPO) certification. Mike Cohn discusses four options for the career path of a Scrum Master in this LinkedIn article.

Take some time to consider all these aspects and do some research before making a final decision about which certification or series of certifications you want to take. Are you thinking about becoming a CSM? What other questions do you have? Or if you have completed the CSM, what other advice would you offer? Please share your thoughts in the comments.