bwb pmp pres to non-profit pms 2013

PMPPROJECT MANAGEMENT PROFESSIONAL CERTIFICATION

Presented toNon-profit Project LeadersBrian W. Beaird, P.E., PMP2013

PMP and PMBOK are registered trademarks of Project Management Institute, Inc.

Agenda


Introductions Purpose & Background PMP Certification Process Overview of the PMBOK Example Challenges and PMP Tools

& Techniques Open Discussion

Purpose


This Presentation…

…is to share a brief overview of

the PMP certification process the PMBOK framework, and some example PMP tools & techniques,

In an effort to help Non-profit PM’s succeed in their mission

…is not a sell job for PMI I have no vested interest in PMI, nor in any organization

that supports the PMP certification process.

Background


Brian W. Beaird, P.E. PMP ExxonMobil – Project Management Advisor Volunteer Projects worked to date Beaird Group & UP Professional Solutions PMP Certification – Dec 2012

These industry standards and guidelines have applicability to Non-profit organizations

Some Relevant Definitions/Terminology


Project – A temporary endeavor undertaken to create a unique product, service, or result Has a defined beginning and end Has defined objectives and results Most projects are undertaken to create a lasting outcome.

Project Management – The act of utilizing resources to make something new. The application of knowledge, skills, tools & techniques to project activities, to

meet the project requirements. Stakeholders - Persons or organizations…

Who are actively involved in the project, and/or Whose interests may be affected by the performance or completion of the project.

Project Requirements – Stakeholders’ needs to meet project objectives. ‘This is what and how we are going to design this project’. Including Quality,

Support & Training, Assumptions & Constraints Organizational Culture – Shared beliefs, expectations, and norms. Work ethic

and work hours. Views of authority

Have you ever dealt with a situation like…?


1. Due to several early design re-works, it becomes apparent late in the project trip that the work is well behind schedule. You must decide whether or not to skip some daily team meetings, in order to complete the work in a quality manner.

2. A team member is clearly disappointed because the project requirements for his services are not what he expected.

3. The project sponsor has impressive but unrealistic expectations regarding several aspects of the project’s scope and quality, which will lead to an excessive cost estimate…

4. A key team member is a bottleneck or is reluctant to share his preliminary work, that is needed for other team members to complete their work. This causes them to become unproductive and frustrated.

If You Were Following PMP Guidelines


You will not instantly become a world-class project leader whose projects never encounter such stressful situations. (Sorry).

But…

You will have another set of tools, techniques, and guides to help you plan for and avoid many such situations, and help you deal with them effectively when they do occur.

What is PMP Certification?


PMP – Project Management Institute (PMI) Globally-Accredited, Independently-Validated Credential World’s Largest PM Member Association Providing PM Certification Services for over 25 years Transferable Across Borders and Industries (not just IT) Offers 6 programs for various education & skill levels

Other alternative PM Certifications: CPM (Certified Project Manager) – International Association of Project &

Program Management (IAPPM) – around for only 3 years. CPMBoK still in draft. Focused heavily on IT industry.

APMC (Advanced PM Certification) – International Institute for Learning (IIL)

MPM (Master Project Manager) - American Academy of PM’s. Others – offered through various colleges & universities (eg Univ of

Phoenix…)

Why Consider getting PMP Certification?


Benefits to Non-profit Organizations, and Individual PM’s: Demonstrates to employers, clients, and peers that the PM

possesses the knowledge, skills, and experience to bring projects to successful completion.

A globally recognized credential.

Increasing Demand – e.g. US Government. Trickling down to other industries, out to other countries: Several students in exam-prep class were there because

they were being asked to get PMP certified. Several prospective Beaird Group clients are asking

What’s Required to Take the PMP Exam?


PMP (Project Management Professional): For PM’s with demonstrated experience and competence leading project teams.

1. 4 year degree (Bachelor’s or global equivalent) + 3 years Professional Experience + 4,500 hrs leading and directing projects within the past 8 years

-or –Secondary diploma (High School or global equivalent) + 5 years Professional Experience + 7,500 hrs leading & directing projects within the past 8 years, and

2. 35 PDU contact hours of Formal PM Education

CAPM (Certified Associate in Project Management): Entry level certification for project practitioners with little or no project experience (e.g. students)

High School Diploma or global equivalent + (1,500 Professional Experience or 23 PDU hrs of PM education)

CAPM & PMP Certification - What’s Involved?


CAPM PMP

Who should apply?Project team members who are SME, liaisons, coordinators

PM’s who are responsible for all aspects of projects, for life of project

PM’s who lead & direct cross-functional teams

Education & Experience to take exam

HS diploma +1,500 hrs prof exper on project teams

HS diploma +5 yrs prof exper +7,500 hrs leading projects

4 yr Degree + 3 yrs prof exper +4,500 hrs leading projects

PM PDU’s to take exam 23 (w/o work exper) 35

Exam Structure

3 hrs.150 questions.Closed book.

Pass/fail.Can re-take.

4 hrs.200 questions.Closed book.

Pass/Fail.Can re-take.

Maintaining Certification

Re-exam at end of 5 year cycle 60 PM PDU’s every 3 years

Formal PM Education & PMP Exam


How to obtain 35 hrs of Formal PM Education? Registered Education Providers (pre-approved by PMI) Several options including: One week Boot Camps (eg Project

Management Academy), On-line CBT, College & University Courses

How is Exam Structured? 4 hour exam. 200 multiple choice questions. Closed book. Pass/Fail.

How to Maintain PMP Certification? Obtain 60 PDU’s every three years

Where to get more good info? http://www.pmi.org

Project Management Body of Knowledge (PMBOK)


A Reference Guide for PM’s - Recognized Standard for PM Profession. 467 pages

A Framework Comprised of: Process Groups Knowledge Areas Tools & Techniques that can be applied

Flexible & Fit For Purpose - ‘There’s no right or wrong way to do a project, but there are good and bad ways…’

Provides a Common Vocabulary Not a Cookbook - Not a Methodology. Not a set of Tips &

Tricks. Not a How-To Manual. Every project’s different. Not all processes should be applied

uniformly to all projects.

PMBOK Process Groups and Knowledge Areas


Main Process Groups: Initiating, Planning, Executing, Monitoring/Controlling,

Closing Strong emphasis on Planning

Key Knowledge Areas: Integration, Scope, Time, Cost, Quality, HR,

Communications, Risk Management, Procurement Many Sub-Processes:

Each Sub-process contains several tools & techniques All tools & techniques have specific inputs and

outputs.

Non-profit Organizations Potential Focus Areas Project Integration Management

Develop Project Charter, Project Plan Direct & Manage Project Execution Monitor & Control Project Work Perform Integrated Change Control Closing a Project

Project Scope Management Collect Project Requirements Define Project Scope Create WBS Verify Scope & Control Scope

Project Time Management Creating & Managing a Schedule Define Activities Sequence Activities Estimate Activities, Resources &

Durations Develop & Control Schedule

Project Cost Management Estimating Project Costs Determining Project Budget Controlling Project Costs

Project Quality Management Plan Quality, Perform Quality Assurance &

Quality Control Project Human Resource Management

Develop HR Plan Acquire, Develop & Manage Project Team

Project Communications Management Identifying & Managing Stakeholders Managing Stakeholder Expectations Planning Communication Distributing Info Reporting Project Performance

Project Risk Management Plan Risk Management Identify Project Risks Perform Qual & Quant Risk Analyses Plan Risk Responses Monitor & Control Risks

Procurement Management Plan, Conduct, Administer, and Close

Procurement Activities


PMBOK Process Groups and Knowledge Areas Mapping Matrix

Material from this publication has been reproduced with the permission of PMI.


PM Process Groups and Knowledge Areas Mapping Matrix

SOME EXAMPLE CHALLENGES FACED BY NON-PROFIT PROJECT LEADERS


Team Leader Challenge #1: Balancing Priorities


Such as…Balancing Quality/Completeness of the Work Product vs Spiritual Development of the Team

• Key PMBOK Process Areas: Develop Project Charter, Project Plan Collect Project Requirements Plan Quality & Project Quality Management Acquire, Develop & Manage Project Team

Bruce Tuckmann Model: Forming, Storming, Norming, Performing, Adjourning

•Project Managers need:• Knowledge of PM Skills – PMP can help.• Performance – Application of PM Skills• Personal Effectiveness - Attitudes, Personal Characteristics, Leadership

Style. • Balance between Task Oriented and People Oriented.

Team Leader Challenge #2: Managing Stakeholders’ Expectations


Such as…Dealing with a Team Member’s Disappointments, or a Project Sponsor’s Impractical Expectations, etc.

• Many organizations have great resources:• Example Preparation Materials

• “…cultivate an attitude of humility and service”• “…be flexible…God’s purpose may be bigger than the project”• “…be a listener”• “…encourage your team members”• “…introduce small [design] changes…”• “…design according to locally available materials and equipment…”• “ research the history and conditions surrounding the locality…”

• Others?


Team Leader Challenge #2 (cont.): Managing Stakeholders’ Expectations

• Key PMBOK Process Areas: Develop Project Charter, Project Plan – Set expectations & attitudes

carefully up front.

Managing Stakeholder Expectations – The process of communicating and working with stakeholders, to meet their needs and address issues.

Inputs: Stakeholder Register, Stakeholder Management Strategy, Project

Plan, Issues Log Tools & Techniques:

Communication Methods – Interactive (meetings) vs. Push (email) vs. Pull (DropBox)

Interpersonal Skills – Building trust, resolving conflict, active listening, and overcoming resistance to change

Management Skills – Negotiating, writing, speaking, presentation skills

Possible Outputs: Causes of Issues, Lessons Learned

Team Leader Challenge #3: Scheduling & Resource Management


Such as…keeping the team productive during periods while only a few members are critical path

• Key PMBOK Process Areas: Human Resource Plan

Define Roles, Responsibilities, Authorities, Competencies Plan Communications

Number of potential communication channels = n(n-1)/2 How to handle ‘escalations’

Time & Resource Management Fast Tracking – Converting sequential activities to parallel. May increase risk. Crashing – Adding resources to a particular activity, to reduce schedule

DISCUSSION?



Back up Slides

PMI WebsiteA Good Resource


(39) PMI Communities of Practice:International Development Community: Purpose is to build the capacity of project managers so that they could contribute effectively to the implementation of programs aimed at generating a positive cycle of improvement in emerging countries and raising the standard of living experienced by each country’s population.

PMP Application ProcessSequential Steps


Join PMI.org Complete Exam-Prep Course (35 PDU’s) Apply to take PMP Exam and Receive PMI Approval

of Application Pay Exam Fee ($405) Respond to Audit (if your application is selected) Request and Receive PMI Approval to Sit for Exam Select Exam Location & Date, Sign up for Exam Take & Pass Exam*

*All steps can be completed on-line, except Taking the Exam must be in person.

Risk Assessment Matrix


Impa

ct

Likelihood

XY1

Y2

• Generate plausible negative scenario. • Assess likelihood and impact of occurrence. • Develop plans to reduce the likelihood of occurrence, and/or

mitigate the risk if it does occurs

bwb pmp pres to non-profit pms 2013

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