Tag Archives: Training Workshop

USA moving to formalise project and program management capabilities

The concept of professional project management is gathering pace. The USA Government’s Program Management Improvement and Accountability Act of 2015 (PMIAA) was unanimously passed by the US Senate by in November 2015, and was passed by Congress in September 2016 on a 404-11 vote.  Because Congress made some minor changes, it now has to was returned to the Senate before it can be and signed into law by the President on the 14th December 2016 (see comment below).

obama-law

The Act requires the Deputy Director for Management of the Office of Management and Budget (OMB) to:

  • adopt and oversee implementation of government-wide standards, policies, and guidelines for program and project management for executive agencies;
  • chair the Program Management Policy Council (established by this Act);
  • establish standards and policies for executive agencies consistent with widely accepted standards for program and project management planning and delivery;
  • engage with the private sector to identify best practices in program and project management that would improve Federal program and project management;
  • conduct portfolio reviews to address programs identified as high risk by the Government Accountability Office (GAO);
  • conduct portfolio reviews of agency programs at least annually to assess the quality and effectiveness of program management; and
  • establish a five-year strategic plan for program and project management.

The Act also requires the head of each federal agency that is required to have a Chief Financial Officer (other than Defence which has its own rules) to designate a Program Management Improvement Officer to implement agency program management policies and develop a strategy for enhancing the role of program managers within the agency.

The Office of Personnel Management must issue regulations that:

  1. identify key skills and competencies needed for an agency program and project manager,
  2. establish a new job series or update and improve an existing job series for program and project management within an agency, and
  3. establish a new career path for program and project managers.

And finally, the GAO must issue a report within three years of enactment, in conjunction with its high-risk list, examining the effectiveness of the following (as required or established under this Act) on improving Federal program and project management:

  • the standards, policies, and guidelines for program and project management;
  • the strategic plan;
  • Program Management Improvement Officers; and
  • the Program Management Policy Council.

When enacted the Act will enhance accountability and best practices in project and program management throughout the federal government by:

  1. Creating a formal job series and career path for program/project managers in the federal government, to include training and mentoring – PMP, PMI-SP and similar certifications will become increasingly important!
  2. Developing and implementing, with input from private industry, a standards-based program/project management policy across the federal government.
  3. Recognizing the essential role of executive sponsorship and engagement by designating a senior executive in federal agencies to be responsible for program/project management policy and strategy.
  4. Sharing knowledge of successful approaches to program/project management through an inter-agency council on program and project management.
  5. Implementing program/project portfolio reviews.
  6. Establishing a 5-year strategic plan for program/project management.

You can read the text of the Act here, and stay up-to-date on the Act’s progress here.  The approach USA is aligned with regulatory actions in both the UK and the EU to require government agencies to improve project and program delivery. If this trend continues hopefully the ‘accidental’ project manager / sponsor will be consigned to history and the use of qualified professionals will become the norm.

Follow these links for more on achieving your PMP credential of PMI-SP credential.

PMP® exam is changing on 11th Jan. 2016

PMPThis post offers a detailed look at the new PMP examination content and what you can expect to see different in a exam taken after the 2nd November 2015.

Notes:

  1. PMI have moved the start date back from the originally publicised date in November to January 2016.
  2. There will be no changes to the CAPM exam or any other PMI credential other than the PMI-ACP.
  3. Our free daily PMP questions are now aligned to the new exam see: http://www.mosaicprojects.com.au/Training-PMP-Q-Today.html
  4. All PMP of our courses starting from September 1st will be aligned to the new PMP examination, see:  http://www.mosaicproject.com.au/

The starting point for this update is the PMP Role Delineation Study (RDS) completed in April 2015, which has provided an updated description of the role of a project management professional and will serve as the foundation for the updated PMP exam. To ensure its validity and relevance, the RDS update has captured input from project management practitioners from all industries work settings, and regions. The research undertaken to update the RDS included focus groups, expert input and a large-scale, global, survey of Project Management Professional (PMP)® certification holders.

Overview of Changes

The RDS defines the domains and tasks a project manager will perform plus the skills and knowledge that a competent project manager will have. The five ‘domains’ of  Initiating, Planning Executing, Mentoring & Controlling and Closing remain unchanged, although there has been a slight reduction in the importance of ‘closing’ and an increased emphasis on executing (reflected in the allocation of questions). The other major changes are:

  • An emphasis on business strategy and benefits realisation: this new, included because many PMs are being pulled into a project much earlier in its life when business benefits are identified. There is also an increased focus across all of the other domains on delivering benefits (not just creating deliverables).
    See more on benefits management.
  • The value of lessons learned now has added emphasis: lessons should be documents across the whole project lifecycle and the knowledge gained transferred to the ‘organisation’ and the project team. See more on Lessons Learned.
  • Responsibility for the project charter shifted to the Sponsor: Most project managers are not responsible for creating the charter; the Sponsor or project owner is primarily responsible.  The PM is a contributor to the development and is responsible for communicating information about the project charter to the team and other stakeholders once the project starts.
    See more on the Project Charter.
  • Added emphasis on enhancing project stakeholder relationships and engagement: The RDS sees stakeholder engagement as a two way relationship rather than a one-way reporting function. Communication is expanded include an emphasis on relating and engaging with stakeholders. This is the theme of our last post, see: The Elements of Stakeholder Engagement.

Major Content Changes
Changes

A summary of the major content changes is:

Domain 1 Initiating the Project

Percentage of questions unchanged 13% =  26 questions.

Three tasks added:
–  Task 2: Identify key deliverables based on business requirements.
–  Task 7: Conduct benefits analysis.
–  Task 8: Inform stakeholders of approved project charter.

One task deleted:
–  Old Task 2: Define high level scope of the project.

One task significantly changed:
– Task 5: changed from ‘develop project charter’ to ‘participate in the development of the project charter’.

Major changes in the knowledge and skills required for this domain.

Domain 2 Planning the Project

Percentage of questions unchanged 24% =  48 questions.

One task added:
–  Task 13: Develop the stakeholder management plan.

One task significantly changed:
–  Task 2: expanded from ‘create WBS’ to ‘develop a scope management plan (including a WBS if needed)’.

The knowledge and skills required for this domain have been revised but basically cover the same capabilities.

Domain 3 Executing the Project

Percentage of questions increased from 30% to 31% =  62 questions.

Two tasks added:
–  Task 6: Manage the flow of information to stakeholders.
–  Task 7: Maintain stakeholder relationships.

One task deleted:
–  Old Task 6: Maximise team performance.

The knowledge and skills required for this domain have been revised but basically cover the same capabilities with the exception of the addition of ‘Vendor management techniques’.

Domain 4 Monitoring and controlling the project

Percentage of questions unchanged 25% =  50 questions.

Two tasks added:
–  Task 6: Capture, analyse and manage lessons learned.
–  Task 7: Monitor procurement activities.

One task deleted:
–  Old Task 6: Communicate project status to stakeholders.

The knowledge and skills required for this domain have been revised and expanded.

Domain 5 Closing the project

Percentage of questions reduced from 8% to 7% =  14 questions

No new tasks added or significantly changed.

The knowledge and skills required for this domain have been revised but basically cover the same capabilities.

Cross Cutting Knowledge and Skills

Cross cutting knowledge and skills are capabilities required by a project manager in all of the domains.  This areas of the RDS has been increased significantly.  The full list of knowledge and skills is
(* = included in previous RDS):
1.   Active Listening*
2.   Applicable laws and regulations
3.   Benefits realization
4.   Brainstorming techniques*
5.   Business acumen
6.   Change management techniques
7.   Coaching, mentoring, training, and motivational techniques
8.   Communication channels, tools, techniques, and methods*
9.   Configuration management
10. Conflict resolution*
11. Customer satisfaction metrics
12. Data gathering techniques*
13. Decision making*
14. Delegation techniques
15. Diversity and cultural sensitivity*
16. Emotional intelligence
17. Expert judgment technique
18. Facilitation*
19. Generational sensitivity and diversity
20. Information management tools, techniques, and methods*
21. Interpersonal skills
22. Knowledge management
23. Leadership tools, techniques, and skills*
24. Lessons learned management techniques
25. Meeting management techniques
26. Negotiating and influencing techniques and skills*
27. Organizational and operational awareness
28. Peer-review processes
29. Presentation tools and techniques*
30. Prioritization/time management*
31. Problem-solving tools and techniques*
32. Project finance principles
33. Quality assurance and control techniques
34. Relationship management*
35. Risk assessment techniques
36. Situational awareness
37. Stakeholder management techniques*
38. Team-building techniques*
39. Virtual/remote team management

Two skills that have been dropped are knowledge of:
–  PMI’s Code of Ethics and Professional Conduct
(although this continues to have a major influence on the approach PMI
     expects project managers to adopt in the exam and the ‘real world’).
–  Project Management Software

The effect on the exam

PMI have advised that 25% of exam content will be new, focused on new topic areas (ie, the eight new tasks) added to examination, in addition, many other questions will be updated to reflect changes in the descriptions of tasks and changes in the underpinning skills and knowledge requirements.  We will be updating our materials from September 2015 to take these changes into account. Fortunately a large percentage of the ‘new’ materials from the RDS are already part of our PMP course (because we felt they were essentially good practice) or in other training courses we offer – overall this update makes very good sense.

Many aspects of the PMP exam are not changing including the eligibility requirements, formal training requirements, the passing score (which remains secret) and the design of the questions, many of which are scenario based seeking information on what should you do.

There is no change to other PMI exams, the CAPM, PMI-SP and other credentials remain unaltered.

Will there be more changes?

The sort answer if ‘yes’! Changes in the RDS occur every 3 to 5 years and as a consequence, the exam content outline changes, new topics are added, and shift in weighting occur.

In addition, the PMP exam also changes when the PMBOK® Guide is update (this is due in 2017). Changes in the PMBOK® Guide cause changes in terminology, changes to elements of process groups and exam questions are changed to reflect these alterations. However, many other references are used to create PMP content in addition to the PMBOK,  and if the PMBOK has contents not reflected in the RDS this section not examined.

So moving forward, the current version of the exam is active until 1st Nov. 2015; the new version of the exam is available from 2nd Nov. 2015, and the next change will be in mid-to-late 2017.

For this change, there is no change over period (including for re-sits) – the ‘old’ exam applies up until the 1st, the new exam from the 2nd November.  Both before and after the change, your exam results available immediately if you take a computer based test.  For more on the current examination, fees, eligibility requirement, etc, see: http://www.mosaicproject.com.au/pmp-training-melbourne/.

A different set of changes has been announced for the PMI-ACP (Agile) credential (visit the PMI website for more details).

PMI have also announced changes to the way PDUs are earned as part of their Continuing Certification Requirement (CCR) program, effective from the 1st December 2015.  For more on this change see: https://mosaicprojects.wordpress.com/2015/06/06/pmi-pdu-update/

Our Mad March sale is over

IMG_9605Our Mad March sale is finally over but our world-beating prices remain for 2014 with our guarantee to beat any comparable price by $50.

Our fully catered, 4 and 5 day classroom courses for PMP and CAPM  are $1397, no more to pay (GST included).  See: http://www.mosaicproject.com.au/

Prices for our Mentored Email™ self-paced distance learning courses for PMI-SP, CAPM and PMP depend on your location and your selected options.

  • PMP Mentored Email courses – available world-wide from $680: see more
  • CAPM Mentored Email courses – available world-wide from $600: see more
  • PMI-SP Mentored Email courses – available world-wide from $520: see more

 

Setting expectations

In a recent PMI ‘Voices’ post, Communicating Change  I briefly touched on the way expectations affect experience.  A wonderful New Year’s Eve party in one of our preferred training venues (the Bayview Eden Hotel) really brought this home!

When we turn up at the hotel for our next PMP and CAPM courses starting on the 20th January,  our previous experience and expectations of a friendly and efficient business environment with comfortable training rooms and great catering are likely to be fulfilled as normal.

However, take a peaceful PMP training room, add some bling, invite a group of old rockers from the 60s and 70s to listen to Brian Cadd an Australian songwriter-legend from that time (I know that’s before many of you were born) and watch one of the best NYE parties develop. Our expectations were dramatically reframed as we walked into the room!

Setting expectations

Fast forward 20 days and I’m sure we will be back to the calm, professional, well lit environment we are used to.

There are valuable business lessons to be learned from the way hotels quickly reconfigure the atmosphere within their public rooms. The artefacts you have on display, ambient lighting and temperature, the venue itself and the way you dress and behave starting with the invitation to a meeting all contribute to the perceptions of the person you are communicating with and their perceptions will influence the way any discussion or negotiation starts. Once started, it is very difficult to reframe the process if it is ‘on the wrong track’.

So next time you are preparing for an important communication decide if you want the ambiance to be friendly, casual, professional, intimidating or something else and then think through the list above to decide how you will present to the person.

You cannot change the basics any more than a hotel can change its physical building, but you can change the way it is perceived and the ambiance you create and use that as the foundation for an effective communication.

Wishing you all a happy and prosperous 2014 – our year certainly started with a bang.

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.

Sydney workshops

There are a series of workshops planned for Sydney over the next few weeks we highly recommend:

Workshop 1: Applying Earned Value to Commercial [IT] Projects
This course has been crafted to allow project managers to decide for themselves whether they want to improve the performance of their projects by apply the principles of Earned Value without the overhead associated with large, complex Department of Defence acquisition contracts.

Workshop 2: Earned Schedule Masterclass
Earned schedule analysis is a breakthrough analytical technique that derives schedule performance measures in units of time, rather than cost. The same basic EVM data points are used. Indicators, similar to those for cost, are derivable from the earned schedule measure. These indicators provide a status and predictive ability for schedule, analogous to cost.

Workshop 3: Approaches to and Lessons Learned from “Internal Project Surveillance” with Lisa Wolf EVP, PMP. Lisa is the Earned Value Management (EVM) Focal Point for Booz Allen Hamilton, a leading USA global consulting firm that is committed to delivering results that endure.

This workshop focuses on the approaches which can be adopted and lessons learned in setting up an internal project management surveillance function which comes from Booz Allen Hamilton’s internal experience as well as extensive experience assisting US Government agencies and other clients. Best practices which are essential for successfully establishing this function including processes, procedures, and vital internal relationship-building will be explored.

For more information on these workshops see: ‘Upcoming Events’ at http://pmisydney.org/

Proof of the blindingly obvious

We all know good scheduling leads to better project outcomes – certainly for me it’s been a article of faith for most of the last 40 years and ‘obvious’ from observation. But ask me, and any other scheduler I know to prove this fact and we would be hard pressed to come up with anything substantive.

Over the years there have been many surveys that link the lack of effective planning to poor project outcomes. One of the more definitive was undertaken by the CIOB in 2008 (download the report Managing the Risk of Delayed Completion in the 21st Century). But showing projects tend to fail if they don’t use effective planning and scheduling is not the same as showing that good planning and scheduling enhances the probability of success.

This has now changed! A paper published by Dr Dan Patterson, the CEO of Acumen, demonstrates a clear link between good schedules (defined as technically competent schedules) and good project outcomes.

Figure 1, taken from Dan’s paper Does Better Scheduling Drive Execution Success? Published in November’s PM World Today shows a strong correlation between the technical competence used to develop the schedule and the number of activities that finished on time. The data is based on a sample of 35 large projects ranging from US$15 million to US$30 billion.

Link the CIOB findings with Dan’s data and the message is blindingly obvious – if you are running a large project without a competent scheduler supporting the management team with effective scheduling, you are virtually guaranteeing failure!

Hopefully the work currently being undertaken by Planning Planet, CIOB and others to develop a framework (or frameworks) to train and qualify competent schedulers will mean in the next year or two there will be enough good schedulers to meet the demand from business and industry. For more on this see: Should you certify your schedulers?  and watch this space…. There are a number of announcements due in the next couple of weeks.