Paul Deres
Vice President, Operations| AOPA Air Safety Institute
Frederick, Md, United States
I supervise a team the develops various educational products throughout the year, but since I'm no longer in a PM role (promoted to manager in 2009 and then director in 2011), I'm concerned whether my experience in my current role qualifies for PM experience for the PMP certification. Here's a summary of where my current role fits into the five domains:
Initiating: Discuss feasibility of new projects for the entire year and whether each one is warranted and why, identify and plan for project sponsor/donor expectations (we're a non-profit), inform stakeholders of project plan and key deliverables. We don't develop stakeholder analyses and project charters.
Planning: Kickoff annual production plan brainstorm with the team, make sure project deliverables are established and agreed upon, approve the individual project budgets but don't create them, make sure project scopes, requirements, resource allocations, and schedules are developed by the team's PM and approve changes. Present plan to project sponsor/donor. We don't develop HR management plan, communications plan, procurement plan, quality management plan, change management plan, or risk management plan.
Executing: Occasionally assist the team's PM in acquiring project resources and assets, lead the entire production team to ensure work is performed on time, within budget, and meets sponsor/donor expectations. Keep stakeholders engaged and informed. Make sure relationships with stakeholders are maintained or improved.
Monitoring and Controlling: Make sure PM is measuring project performance as it relates to schedule and budget. I handle the "people" part of measuring individual team member performance. Meet regularly with team members to discuss status of their projects and identify tools/techniques required to complete projects within project expectations, discuss lessons learned after each project is complete.
Closing: Ensure stakeholders and sponsors/donors are satisfied with final product - deliverables were achieved. Supervise PM who makes sure SOWs are accomplished, convey project performance with leadership and PM during project debrief and identify opportunities for improvement (lessons learned). Trust that PM is archiving all project assets. We don't actively solicit feedback for every project.
So, as you can see, most of leadership/supervisory functions are making sure that our projects are completed each year, but I'm often not the hands-on person actually doing the day-to-day work on the individual projects. That's mostly the role of my team's PM. (Occasionally I'll put on my old PM hat to manage short-term projects assigned to me by upper management, but those are few and far between.)
Based on this information, does it look like I'm in the ballpark for qualifying for the PMP?
Thanks in advance for your sharing your thoughts!
Saving Changes...
|
|
|
