Tag Archives: PMI Credentials

PMI Promotes the PMI-SP Credential

 

PMI-SP

And we agree!

Don’t wait to validate your skills and take you career to the next level

Apply Now

To help prepare of the examination and meet the PMI-SP training requirements, our PMI-SP courses are available world-wide via Mentored Email™ to see http://www.mosaicprojects.com.au/Training-Planning_One-on-One.html

2014 PMP and CAPM Training Program launched

Mosaic’s classroom training schedule for PMI’s  PMP and CAPM credentials has been published including a new 4 day super intensive Bootcamp!

-  Last courses for 2013 start November 11th – still places available.
–  First Mosaic Bootcamp starts 20th January 2014

See all of our courses at: http://www.mosaicprojects.com.au/Training-Schedule.html

Classroom courses are offered in our home town, Melbourne, Australia – worldwide we are still delivering our uniquely effective Mentored Email™ course for the PMP, CAPM and PMI-SP credentials.  For more on the Mentored Email™ option see: http://www.mosaicprojects.com.au/Training-Mentored.html

And of course, all of our courses are backed by our training guarantees.

Portfolio Management Professional (PfMP)

PMI has announced the development of their new The Portfolio Management Professional (PfMP)™ credential. The PfMP will be role-based and will require successfully demonstrating experience and education, as well as passing an exam and completing a multi-tier evaluation. Ongoing professional development will be required in order to maintain the credential.

The focus of portfolio management is on aligning the investment of projects/programs with organizational strategy. This credential will be targeted for a seasoned practitioner, who has four to seven years of project portfolio management experience and at least eight to ten years of general business experience.

In the build up to the launch of the credential, this month, PMI will begin its communication about the development of this new credential and recruiting applicants for the pilot phase. PMI plans to formally start accepting pilot phase applications in October 2013 and to administer the first exam for the pilot by the end of December 2013. The full launch of the credential will likely be in the second quarter of 2014.

We will keep you posted as more information becomes available from PMI or you can visit: http://www.pmi.org/Certification/Portfolio-Management-Professional-PfMP.aspx

Project Controls Round-Up Melbourne, Australia and the World

During the last couple of months whilst we have been busy updating our PMP, CAPM and PMI-SP training materials to align with the new PMI examinations lots has been happening on the project controls world.

AIPM have re-launched the Project Controls Community of Practice

The aim of the PC-COP is to provide a direct link between all of the various specialist groups and the more general project management community and is planned as a free to join open forum. Currently centred in Melbourne, the plan is to expand nationally. To get on the mailing list and/or contribute email Mark.Ruffell-hazell[at]defence.gov.au

PMOz introduces more innovation and excitement

The PMOz conference in Melbourne on the 17th and 18th September is shaping up to be a really engaging and fun event – Offering the highest intensity of PDUs of any Australian conference this is a not to be missed opportunity, see: www.pmoz.com.au One of PMOz’s core themes is project controls.

Having said its ‘not to be missed’, unfortunately the dates clash with an ISO Committee meeting in Sweden where I will be representing Australia and working on the development of a proposed standard for Project, Program and Portfolio Governance.

Planning Planet Guild News:

PP now has an area on the site for Guild questions and weekly news updates The Guild of Project Controls (GPC) Forum – Chris Carson the Chief Editor brings us all up to date and occasionally, PP will also give updates some of which are pending… http://www.planningplanet.com/forums/guild-project-controls-gpc
The Guild Standards have so far received great reviews.

PRINCE2 & APM Group Qualifications

In what is likely to be the biggest shake-up in project management good practice in 13 years, the UK Cabinet Office is partially privatising its good practice guidance materials in a new joint venture with Axelos, a subsidiary of the UK based Capita group.

So far nothing has been announced regarding the existing international ‘ecosystem’ of training providers APMG has carefully cultivated since its inception 13 years ago. Currently / formerly APMG accredits the very successful PRINCE2, ITIL, MSP and Agile Project Management Practitioner examinations amongst many others. What impact the Capita behemoth have on these certifications is anyone’s guess.

Axelos’s stated strategy is to exploit “the relational aspect of play linking human activity with the activity of the world”, in other words, ‘gamifying’ learning so that it sinks into people’s brains faster. If they are focussed on “investing and developing new products and delivering new methods of learning” – who will be the examining body? Will APMG continue in that role? And what of the existing training providers?

Axelos is building towards becoming fully operational in January 2014 and will be in listening mode over the next few months, working alongside product users, trainers and examiners to gather together their invaluable expertise: “With thoughtful investment and innovative learning techniques, we are looking forward to developing this unique suite of management tools.” All I can say is watch this space……

Deltec buys Acumen

On the 15th July – Deltek, a leading global provider of enterprise software and information solutions for professional services firms and government contractors, announced that it had acquired Acumen. Acumen offers innovative project planning, analytics and risk management solutions that help companies develop achievable and profitable projects from start to finish. See more at: http://www.projectacumen.com/news-item/deltek-acquires-acumen/#sthash.IaM000bj.dpuf

Governance and Controls Symposium – Canberra

The 2014 Governance and Controls Symposium in Canberra is being hosted by the UNSW @ Canberra (formally ADFA). A range of international and local experts will be speaking. Lock in the dates: 6 – 7th May – more news in a couple of weeks time.

AACEi launches a new scheduling credential

The Certified Scheduling Technician certification program has been established to give less experienced professionals the opportunity to advance their scheduling skills, knowledge, and professional development; and be distinguished as a Certified Scheduling Technician (CST) prior to obtaining the prerequisite 8 years of relevant experience necessary to become certified as a PSP (Planning & Scheduling Professional). The PSP is also offered by AACE International. We are investigating the viability of offering training for this credential. More later

That’s all for now…

Project Management Certifications

Picking the optimum project management certification to advance your career is difficult. Ed Naughton, Director General IPMI (Ireland) has published the following analysis in his “Project Management Trends” newsletter:

This of course raises the question as to which project management accreditation the recruiting company or HR manager prefers. Quite frankly, our experience is that very often there is a distinct lack of understanding by those hiring, as to the relative merits of the credentials that are most commonly considered. The below table provides a comparison of offerings from the main providers (IPMI train both PMP and IPMA certifications).

Cert_Comparison

What, in a nutshell, are the distinguishing features between the three different accreditations. Some schools of thought like to summarise succinctly as follows:

  • IPMA – Competence based
  • PMI – Knowledge based (with a minimal ‘time served’ requirement)
  • APMG – Methodology based & does not require ‘time served’ or address Behavioural skills

When trying to determine which certification is best for your requirements, talk to a reputable organisation that understands the difference between entry-level exam-based PM certifications, and the advanced certifications that can correlate to increased project and business success.

We concur with the summary.  AIPM’s RegPM was not considered as it has little relevance in Ireland! RegPM is a competency assessment where the trainee pays a qualified assessor to review their competence and based on the assessor’s report the certification is awarded. Importantly RegPM does not test the underpinning knowledge of the candidate, just the workplace behaviours and outcomes. AIPM and IPMA are working to align their certifications. For more on competency see: WP1056 Competency

For more on the PMP and other PMI credentials see: http://www.mosaicprojects.com.au/Training-PMI_Framework.html#PMI_Cert

PMI’s 2013 ‘Pulse of the Profession’ Survey

PMI’s 2013 ‘Pulse of the Profession’ Survey makes interesting reading, particularly given most of the world is in or near recession. PMI predicts that between 2010 and 2020, 15.7 million new project management roles will be created globally across seven project-intensive industries. China and India will lead the growth in project management, generating approximately 8.1 million and 4 million project management roles through 2020, respectively.

Along with job growth, there will be a significant increase in the economic footprint of the project management profession which is expected to grow by USD$6.61 trillion. This enormous anticipated growth, along with higher-than average salaries, will make the next seven years an opportune time for professionals and job-seekers to build project management skills.

The squeeze on talent has already started! PMI’s Pulse of the Profession shows that high-performing organizations don’t just emphasise strategy and improve efficiency. They cultivate talent resources to deliver successful projects and programs. With that talent, they can reduce risk, increase stability, improve growth and build a strong competitive advantage.

In contrast, poorly performing organisations that don’t see talent as part of the success equation – they believe the job market is a bottomless pit of skilled people that can be bought in as needed. This puts their projects and their organizations at risk! Whilst more and more successful organisations have adopted talent management as a core competency, many others fail to invest in skilled project management talent and talent development initiatives, and this shows in their performance.

The contrast is stark – high performing organisations are likely to find some $20 million at risk for every 1$billion invested in projects, whereas low performing organisations place $280 million at risk, over 10 time the amount.

The low-performing organizations – those which complete 60% or fewer projects on time, on budget and within scope – are significantly less likely to provide a defined career path for project managers, a process to develop project management competency, and / or training on project management tools and techniques. Poaching talent is a zero sum game that simply drives up costs for everyone.

As a result of this lack of investment, a talent gap exists in project management. A large number of skilled practitioners are reaching retirement age, organisations that train staff hold onto staff and the rest are going to find recruitment becoming increasingly difficult. Talent simply does not grow on trees – skills need developing and nurturing within the organisations that need them.

The reason this matters is that at a time when project success rates are declining and risks are increasing, organisational leadership needs to fill an anticipated 15.7 million new project management roles worldwide by 2020. If they don’t, $344.08 billion in GDP will be at risk – and that’s not even counting the $135 million that organizations already risk for every $1 billion spent on projects.

The ‘high performers’ achieve their results through a combination of good governance and good management. They see project, program and portfolio management as strategic capabilities needed to invest in their organisation’s future. They recognise process improvement and talent management are the two key elements that need investment to deliver outcomes. And they use well proven governance and management processes such as requiring active sponsors (79% of project have active sponsors in high performing organisations -v- 43% in low performing organisations).

Talent management needs investments in selection, training, mentoring and coaching; ideally from internal resources but when necessary using external help to kick-start the development of the internal capabilities. (see more on mentoring and training)

Are you and your team ready to make talent management a strategic priority? Download:
PMI’s Pulse of the Profession™ In-Depth Report: Talent Management,  and
PMI’s Project Management Skills Gap Reportand see how you can build your organization’s success – one project manager at a time. To help PMI have developed a sophisticated career framework, see: http://www.mosaicprojects.com.au/Training-PMI_Framework.html#CareerCentral

How useful are BOKs?

We have the PMBOK® Guide, the APM BoK and many other BoKs and standards ranging from ISO 21500 to the PMI Practice standards.

We personally think they are useful and commit a significant amount of volunteer time to developing standards through PMI and ISO; as are certifications to demonstrate a person has a good understanding of the relevant BoK (and we make money out of running our training courses).

However, we are fully aware that passing a knowledge based credential does not demonstrate competency (and that passing a competency based assessment does not demonstrate transferable knowledge – both are needed see: Developing Competency).

We are also aware that too many organisations place too much emphasis on ‘ticking boxes’ rather then taking time to assess people or optimise solutions. The easy tick in the box may avoid ownership of a problem but also tends to avoid the solution itself……

For these reasons we commend the Association for Project Management (APM – UK, publisher of the APM BoK) for publishing a short video, based on a talk given by our friend and colleague, Dr. Jon Whitty to the APM in Reading UK in Nov last year. I hope it starts you thinking.

See the video: http://www.apm.org.uk/news/courageous-conversation#.UXE_pLXfCSp