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In Search of: The Project Management Professional

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Milt Jones, PMP. With Credit to: Leah Zimmerman, PMP & Mary McNally, PMP. Having a PMP demonstrates a personal commitment to self-improvement and ... – PowerPoint PPT presentation

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Title: In Search of: The Project Management Professional


1
In Search of The Project Management Professional
  • Updated Presented by
  • John Kos, PMP
  • Milt Jones, PMP
  • With Credit to
  • Leah Zimmerman, PMP
  • Mary McNally, PMP

2
  • Having a PMP demonstrates a personal commitment
    to self-improvement and dedication to the
    profession

3
PMP Statistics
  • Through October 2006
  • Total PMI members 217,800
  • Total Active PMPs 202,514

4
Rapid Growth of PMP Certification
5
Project Manager is in the top 10 IT positions
for salary (2004 data)
  • Consultants
  • Avg income was 128,100
  • PM was the 2 best paying position
  • Full time employees
  • Avg salary was 79,200
  • PM was 3 best paying position
  • PMI Project Management Salary Survey fourth
    edition reports that on average, PMP credential
    holders command salaries that are 17 percent
    higher than their non-credentialed counterparts.

6
What criteria are used to hire PMs?
  • Good interpersonal skills
  • Good communication skills
  • Good technical skills
  • Good management skills
  • Good organizational skills
  • Education
  • Experience
  • Previous experience
  • Certifications

7
What criteria are used to promote PMs?
  • Experience
  • Education
  • Past performance
  • Adherence to budget, schedule and project
    requirements
  • Expertise with tools
  • Good people skills

8
Differentiation
  • A Foote Partners study on the market value of
    nearly 150 technical skills and certifications
    revealed that
  • Certifications in PM security, and systems
    administration/engineering and network operating
    systems certifications remain fairly strong
  • The highest-paying certification is the PMP

9
Common Excuses for not pursuing the PMP
  • PM is more about people skills than methods
  • If my company wont support me with funding and
    time to study or a bonus, then why bother?
  • Too expensive too time consuming
  • The exam doesnt reflect real life PM skills
  • Requirements are too rigorous
  • What good is it anyway?
  • Good for company not individuals
  • Just for government projects
  • Plan on staying with the same company
  • I already know it all and my system works
  • Just for the book smart not practical

10
The PMP Certification Says
  • I am
  • Able
  • Capable
  • Trained
  • Interested
  • Up-to-date
  • The PMP offers external validation beyond
    experience

11
PMP Certification What it is and What it is
not!
  • PMP Certification
  • Proves you have retained a certain level of
    knowledge about the Project Management profession
  • Certifies that you have completed 35 contact
    hours of education
  • Certifies that you have the requisite level of
    PM-related experience
  • But it does not, in and of itself, certify that
    you are a good project manager!
  • That comes from practicing the profession,
    constant sharpening of your skills and moving to
    the next level of competency!

12
PM Organizations Learning leads to Maturity
Maturity Evaluation Model of a Project Management
Organization/Process.
13
PMP Certification What it is and What it is
not!
  • PMP Certification
  • When you attain the PMP, you become part of an
    elite global community.
  • But as you maintain the PMP, you continue to
  • expand your knowledge and skills and
  • remain at the forefront of the profession.

14
PMP Certification What it is and What it is
not!
  • PMP Certification
  • It is helpful to think of the PMP not as a
    project management credential, but as a project
    manager credential.
  • .PMP credential holders perform a role, and
    the PMP credential helps identify your
    qualifications to perform that role.
  • Eric Norman, PMP, member of PMIs Certification
    Governance Council and volunteer leader for PMI
    global standards projects (Practice Standard for
    Work Breakdown Structures)

15
What is a P/M (or PMO) worth?
  • Q How to justify in terms of ?
  • A One way is to use expected value ( Value
    of outcome multiplied by Probability of that
    outcome)
  • Example Project 10 MM total economic benefit
    (ref Dec 2000 PM Network article crediting an
    Ibbs Kwack 1997 study)
  • Functional structure probability of success
    34.0
  • Functionally dominated matrix prob success
    34.4
  • Balanced matrix probability of success
    55.9
  • Project-dominated matrix prob success
    70.7
  • Full Project structure probability of success
    71.4
  • PMO value (.714 - .34) X 10 MM 3,740,000

This slide ought to tell you something else
important Increased PM authority increases the
projects chances for success!
16
What is a P/M (or PMO) worth..2?
  • Q Other methods of justifying PM/PMO?
  • A Use the results of a survey by Crawford
    Pennypacker (PMI Symposium 2001, Future of
    Project Management track). Note that these
    authors dont like the traditional (Ibbs
    Kwack, 1997) ROI justification.
  • Noted improvement with PM implementation
  • Project/process execution 50
  • Financial Performance 54
  • Customer satisfaction 36
  • Employee satisfaction 30

17
Just remember this axiom
The most successful Project Management
initiatives have repeatedly and demonstrably been
shown to be those that are most nearly in
alignment with Corporate goals and initiatives
and almost always result from active executive
sponsorship.
18
Proof of the Pudding
  • Just a few examples of companies and
    organizations that have implemented and
    encouraged PMI/PMP accreditation programs (or are
    Global Corporate Council Partners with PMI)
    are
  • Bollinger Shipyards
  • SAIC
  • Entergy
  • BAE Systems
  • Bank of America
  • Booz Allen Hamilton Inc.
  • Boston University
  • Capital One
  • Deloitte (London, UK)
  • Huawei Technologies Co., Ltd. (Shenzhen, China)
  • IBM
  • ICF Consulting Group, Inc.
  • International Institute for Learning, Inc.

19
Proof of the Pudding
  • Further examples of companies and organizations
    that have implemented and encouraged PMI/PMP
    accreditation programs (or are Global Corporate
    Council Partners with PMI) are
  • Lockheed Martin
  • Microsoft (Required as part of Microsoft College)
  • Nokia
  • Oregon, State of
  • PriceWaterhouseCoopers
  • SAP (Waldorf, Germany)
  • Siemens (Munich, Germany)
  • Southern Company
  • Washington Government Group
  • Various U.S. Government and Military agencies
  • US Army Corps of Engineers
  • US Department of Defense - Defense Acquisition
    University
  • US Department of Energy - Office of Construction
    Engineering Management
  • Office of Personnel Management
  • Office of Management and Budget

20
Requirements for PMP
  • Complete an application
  • Education requirements
  • Experience requirements
  • Agree to adhere to a code of professional conduct
  • Pass a multiple choice exam

21
About the PMP Exam
  • Exam was revised after an extensive job analysis
    study in 1997 and again after issue of PMBOK
    Version 3 in 2005
  • Exam is reviewed and revised annually to satisfy
    the test specifications
  • 200 four-option multiple choice questions
    submitted by PMPs, only 175 of which are actually
    scored (there are 25 pretest questions)
  • Required score to pass is 123 out of 175 scorable
    questions (or 148 out of 200 total questions), or
    74 correctmay vary!
  • Many questions are situational

22
Exam Questions
23
Project Initiation 11
  • Knowledge Tested
  • Conduct project selection methods (e.g., cost
    benefit analysis, selection criteria).
  • Define the scope of the project based on the
    business need, in order to meet the customers
    project expectations.
  • Document high-level risks, assumptions and
    constraints.
  • Perform key stakeholder analysis.
  • Develop the project charter.
  • Obtain project charter approval.

24
Project Planning 23
  • Knowledge Tested
  • Record detailed customer requirements,
    constraints, and assumptions.
  • Identify key project team members by defining
    roles and responsibilities.
  • Create the Work Breakdown Structure (WBS) with
    the team. Use it to develop a Scope Management
    Plan.
  • Develop the change management plan.
  • Identify project risks by defining risk
    strategies and developing the risk management
    plan.
  • Develop the Project Management Plan and obtain
    Plan approval from the customer.
  • Conduct a kick-off meeting with all key
    stakeholders.

25
Project Execution 27
  • Knowledge Tested Maintain the Project Management
    Plan current.
  • Execute the tasks as defined in the project plan.
  • Ensure a common understanding by setting
    stakeholder expectations in accordance with the
    project plan.
  • Implement the procurement of project resources.
  • Manage resource allocation proactively
  • .
  • Implement the quality management plan.
  • Integrate change across all areas and implement
    approved changes.
  • Implement the approved actions and workarounds.

26
Project Monitoring Control 21
  • Knowledge Tested Measure project performance
    using appropriate tools and techniques.
  • Manage changes to the project scope, project
    schedule, and project costs.
  • Ensure that project deliverables conform to
    quality standards established in the project
    quality plan.
  • Monitor the status of all identified risks by
    identifying any new risks, taking corrective
    actions, and updating the risk response plan.

27
Project Closing 9
  • Knowledge Tested
  • Formalize final acceptance for the project from
    the sponsor/customer.
  • Obtain financial, legal, and administrative
    closure.
  • Release all project resources and provide
    performance feedback.
  • Communicate lessons learned.
  • Distribute the final project report.
  • Archive project records, historical information,
    and documents.
  • Measure customer satisfaction at the end of the
    project.

28
Professional and Social Responsibility 9
  • Knowledge Tested
  • Ensure personal integrity and professionalism.
  • Contribute to the project management knowledge
    base by sharing lessons learned, best practices,
    research, etc.
  • Enhance personal professional competence.
  • Balance stakeholders interests to achieve
    maximum positive effect.
  • Promote interaction among team members and other
    stakeholders in a professional and cooperative
    manner.

29
Cost of the Exams
  • PMP
  • 405 Cost Members
  • 555 Cost Nonmembers
  • Recertify every 3 years
  • CAPM
  • 225 Cost Members
  • 300 Nonmember

30
Applying for the PMP exam
  • Candidates applying for the PMP or CAPM must
    satisfy the educational and experiential
    requirements for one of two categories.

31
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32
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33
Project Management Process Areas
  • Experience areas can be organized into one or
    more of the following process areas
  • Initiating
  • Planning
  • Executing
  • Controlling
  • Closing

34
Eligibility Letter
  • Comes within 3 weeks
  • Contact Thomson/Prometric to schedule date to sit
    for the exam
  • Good for 12 months

35
How to Prepare for the Exam
  • Read the PMBOK (at least twice) and pay especial
    attention to the Glossary
  • Buy some PM reference and study books and/or
    materials, e.g.,
  • Project Management A Systems Approach to
    Planning, Scheduling, and Controlling (9th
    edition, 2005) by Harold Kerzner
  • PMP Exam Practice Test and Study Guide (5th
    edition, 2005) by J. LeRoy Ward
  • PMP Exam Prep (5th edition, 2005) by Rita Mulcahy
  • PMIs Q As for the PMBOK Guide Third Edition
  • PMI exam prep review kit
  • Buy PMI-recommended Social and Professional
    Responsibility books
  • Blake, Terence Walker, Danielle and Walker,
    Thomas Doing Business Internationally The
    Guide to Cross-Cultural Success. McGraw-Hill
    Professional Book Group, 2002, ISBN 0071378324.
  • Ferraro, Gary, The Cultural Dimension of
    International Business. Prentice Hall, 5th
    Edition, 2005, ISBN 0131927671 .
  • Rosen, Robert (Editor) Digh, Patricia Singer,
    Marshall and Phillips, Carl Global Literacies
    Lessons on Business Leadership and National
    Cultures. Simon Schuster, 2000,
    ISBN 0684859025
  • Take as many practice exams as you can get your
    hands on (some are available through the
    internet)
  • Take a refresher class

36
The Test
  • Computer Based
  • In the United States, Canada, and some of Europe
  • Black lettering on white background ..ughh!!
  • Timed (15 minutes demonstration, plus 4 hours for
    exam)
  • Multiple Choice (4 possible answers)
  • Only one is best answer
  • No none of the above or a c
  • Simple calculator provided on computer
  • Cant bring a lot with you non programmable
    calculator is acceptable!
  • You can take a break at certain times during test

37
The Test
  • You can go back to questions that are giving you
    trouble so skip over them (mark them for Review
    Later) and answer the ones you know the answer
    to first. Sometimes a subsequent question or
    answer can jog your memory! Two ways to review
    later
  • Take your best guess and mark for later review
    (best) or
  • Leave blank and call up unanswered questions
    later.
  • You get your score immediately after completing
    the test.
  • You have to get about 148 (74) correct,
    depending on which test questions you get from
    the large test question database (actually, you
    need 123 (70) correct of the 175 scorable
    questions on each test). Note that PMI lowered
    passing score to 61 in late 2005 but this is
    liable to change. PMI apparently wants to
    maintain a 70 first-time taker passing rate.
  • Certification documentation will be sent to you
    within 3 to 4 weeks.

38
Tips/Suggestions
  • Do all the sample exams that you can find! Shoot
    to score 90 or better on them.
  • STUDY! Allow 40 to 80 hours to read the PMBOK
    and other study material. Hint
  • Form a self-study group and take advantage of the
    groups synergy to take sample tests together.
  • Remember it is a pass-fail exam. You have to
    get 74 right and no one but you ever knows your
    score! So dont worry about not knowing
    everything about everything!
  • RELAX! Taking the test is stressful! But you
    have 240 minutes to answer 200 questions. (And an
    additional 15 minutes at beginning for a
    demonstration of the testing software is also
    allocated.) Most people that we have interviewed
    finish the test in two and a half hours so you
    have plenty of time.

39
Exam Review Classes
  • PMI Baltimore Chapter Training
  • Cost 495 Cost Seniors 335
  • Advantage Meet other PMs and form self-study
    groups
  • PMI Baltimore sponsored
  • Current class started November 11th through
    December 16th, 2006 at Hunt Valley campus, CCBC
  • February 3rd through March 3rd, 2007 at the Hunt
    Valley Campus,
  • April 21st through May 19th 2007 at the Hunt
    Valley Campus.
  • 5 Saturdays
  • Satisfies the 35 hours of education
  • Explore other community college offerings

40
Continuing Certification Requirements Program
  • 60 PDUs every three years
  • PDU one PDU is earned for every 1 hour spent in
    a planned, structured learning experience or
    activity

41
Continuing Certification Reqs Program
  • 5 Categories
  • Formal Academic Education
  • Professional Activities or Self Directed Learning
  • Registered Education Providers Other Providers
  • Volunteer Service to Professional or Community
    Organizations
  • PDU requirements can be obtained through the use
    of all, some, and only one category combinations.

42
Category 1 Formal Academic Education
  • 1 hour of degree credit 15 PDUs
  • Transcript or grade report

43
Category 2 Professional Activities - Write
  • 2A - Author or co-author of article pertaining to
    project and/or program management and is
    published in a refereed journal (e.g., Project
    Management Journal)
  • 30 PDUs per article (one author)
  • 20 PDUs per article (co-author)
  • 2B - Author or co-author of an article pertaining
    to project and/or program management published
    in a non refereed journal (e.g., PM Network)
  • 15 PDUs per article (author)
  • 10 PDUs per article (co-author)
  • 2F - Author or co-author of textbook that
    pertains to project and/or program management
  • 40 PDUs (author)
  • 20 PDUs (co-author)

44
Category 2 Professional Activities Speak or
Teach
  • 2C - Speaker/Teacher on project and/or program
    management topic at a conference, symposium,
    workshop or formal course.
  • 10 PDUs per activity
  • 2D - Speaker on a project and/or program
    management topic at PMI Component meeting (e.g.,
    Chapter meeting)
  • 5 PDUs per activity
  • 2E - Member or moderator of a project and/or
    program management panel discussion at a
    conference, symposium, workshop or formal course.
  • 5 PDUs per activity

45
Category 2 -Professional Activities Prepare
content
  • 2G - Developer of content for a structured
    project and/or program management learning
    program
  • 10 PDUs per new program

46
Category 2 Professional Activities -
Practitioner
  • 2H - Practitioner of project and/or program
    management services for more than 1,500 project
    work experience hours per calendar year
  • 5 PDUs per calendar year
  • (Maximum of 15 PDUs may be earned per CCR cycle
    for sub designation 2H.)

47
Category 2 Self Directed Learning
  • 2sdl - Self-directed learning activities are
    individualized learning projects involving
    personally conducted research or study.
    Learning may include informal activities such as
    discussions or coaching sessions with colleagues
    co-workers, clients or consultants. It may
    include articles, books, instructional manuals,
    videos, CD-ROMs, or other material resources.
  • Maximum of 15 Self-directed Learning PDUs may be
    earned per CCR cycle.

48
Category 3 PMI Registered Education Providers
  • Examples include schools, consultants, corporate
    training departments, professional associations,
    government agencies and PMI Chapters and Specific
    Interest Groups (SIGs ).
  • Look for providers with this logo

49
Category 4 Other Providers
  • Attending relevant educational programs offered
    by organizations not registered with PMI.
  • To calculate the number of PDUs earned, use the
    following formula one (1) contact hour of
    learning relevant to project and/or program
    management within a structured activity or course
    equals one (1) PDU.

50
Category 5 Volunteer Service to Professional
or Community Organizations
  • Elected officer for a project management
    organization.
  • Minimum 3 months of participation.
  • 2 PDUs / calendar year.
  • Minimum 6 months of participation.
  • 5 PDUs / calendar year.
  • 12 months of participation 10 PDUs / calendar
    year

51
Category 5 Volunteer Service
  • Serve as a volunteer/appointed committee member
    for a project management organization.
  • No PDUs for service less than three months
  • Minimum 6 months of participation
  • 3 PDUs / calendar year.
  • 12 months of participation
  • 5 PDUs / calendar year

52
Volunteer Services
  • Provide project management related services to a
    community or charitable group (Maximum allowed 5
    PDUs per year).
  • Organization sponsoring the project must be a
    legally recognized organization.
  • PMPs should maintain letter or certificate from
    the organization acknowledging the certificant
    for leading project tasks or participating as
    part of a project team.

53
Continuing Certification Reqs Program
  • Complete the Continuing Certification
    Requirements Activity Reporting Form
  • Mail
  • Fax
  • Online
  • Check for PDU transcripts online

54
Application for Renewal
  • Sent after the 60 PDUs are submitted
  • Completion is required for renewal
  • 12 months after the cycle expiration to renew

55
Transferring PDUs
  • Up to 20 excess PDUs earned during the final year
    of the current CCR cycle may be applied to the
    next CCR cycle.

56
Summary
  • What are you waiting for?
  • QUESTIONS ??????????????
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