One early challenge for becoming a PMP is successfully filling out the application! Documenting experience can be especially time consuming. The minimum experience required at professional project management, leading and directing project tasks, is:

-3 years/36 months and 4,500 hours with a bachelor’s degree
-5 years/60 months and 7,500 hours with a bachelor’s degree

The challenge is digging up all of the information on that past experience and getting it into the right format for the PMI.

PMI Instructions
As per the Project Management Professional (PMP®) Credential Handbook, applicants need to document the number of hours that they led or directed project tasks. Applicants need to consider all of the projects that they have worked on, and identify how many hours they led or directed project tasks. For this section of the application all hours spent leading and directing project tasks on multiple concurrent projects count toward the total. This exercise is, in itself, an educational experience, as it makes applicants to think about their experience in terms of the PMI framework, the Project Management Body of Knowledge, or PMBOK.

There is an experience verification section on the online application to document and report the experience leading and directing project tasks. Projects need to be documented individually regardless of the number of projects. Within the total hours of project management experience, experience in each of the five process groups is required. However, experience in all five project management process groups is not required on each and every single project.

8 Pointers for Documenting Project Management Experience
Project Managers and applicants for the PMP need to remember that delivering on projects is all about getting tasks done. It is all about task management. Many people assume that because they were not the overall project manager, their experience does not count. However, PMP hopefuls need to think outside the box and review their projects and tasks through the lens of a project manager, using the PMBOK framework – specifically the Project Management Processes: Initiating, Planning, Executing, Monitoring & Controlling, and Closing – and begin to understand where their tasks and efforts fit into the overall process of managing a project.

Here are some great steps for doing this task:

1. Capture all work experience of the past so many years, including dates, regardless of what it was. A spreadsheet is an ideal organizational tool for this.

2. Applicants should learn to think in terms of the Project Management Processes: Initiating, Planning, Executing, Monitoring & Controlling, and Closing. For each of their experiences, they need to record which of these processes they were working.

3. At this point, applicants should discard the experiences where they were clearly not working on any of the 5 Project Management Processes.

4. The next step is to peruse through all the experiences to make sure each and every one of the 5 Project Management Processes, is represented at least once in all the identified experience. This is required.

5. Now all of the experience data should be ready for computing a preliminary number of months of project management experience, to be compared against the requirement. Hopefully there is enough experience to meet and actually exceed the requirement, should anything be questioned.

6. The next task is to do a short description of each of the experiences, illustrating especially how “leading and directing project tasks” was taking place within the specified project management processes.

7. This deserves repeating. Extra experiences totaling more than the required time should be kept as a buffer.

8. Optionally as a final step, the experience can be broken down further into detailed descriptions for each of the appropriate processes.

Finalizing the Process
It is acknowledged that often times there are gray lines between work on one project or another, or even one process or another. Applicants need to ensure that any claims they make are credible and that they can readily explain them and feel confident with the information they are providing. In their descriptions, a good technique is to try to paint a picture of the project by providing a succinct description with information of level of responsibility, including the role played, deliverables produced, size of project, and bit about the stakeholders, and the impact. Each experience must be described uniquely, which means avoiding copies or repeat descriptions of assignments, as all projects are different!

To finalize an experience worksheet, applicants, of course, need to remember to check grammar, and run a spell check! The following should go without saying, but 2 overlapping experiences cannot be considered to each be full time! Applicants also need to determine the appropriate level of detail for their particular situation. They should simply feel comfortable that the reader will find their organization of the information and descriptions of the project work experience understandable and credible. All of this shows a high degree of professionalism and speaks as much as the content about the person.

There is often a misunderstanding, and hence a mixed and overlapping use of terms, when it comes to program management. Sometimes a program is called a project. Sometimes a project is called a program. In addition, sometimes project portfolio and program are mistakenly used interchangeably. This article is intended to clarify the main differences and to distinguish the unique aspects of project portfolios, programs, and projects.

A great way to start to think about these is to think in terms of a pyramid hierarchy. At the top of the pyramid is portfolio management, which contains all of the projects and programs that are prioritized by business objectives. Below that is program management, which contains numerous projects that are interrelated, since they support a particular business objective. Programs consist of multiple projects, but projects can be independent and simply part of the portfolio. Projects differ from programs in that they are strictly tactical in nature.

Here is a more detailed look at each:

Portfolio Management
One of the key distinguishing features about Project Portfolio Management is that it is a process that is clearly characterized by business leadership alignment. Priorities are set through an appropriate value optimization process for the organization. Risk and reward are considered and balanced, and programs are selected based on their alignment with organizational strategy. Feedback is provided from program and project implementation so that portfolio adjustment can occur, if necessary. Strategic changes can also require portfolio adjustments.

Program Management
A key distinguishing feature of Program Management is business sponsorship. Almost by definition, based on decisions made at the Portfolio Management level, programs are sponsored by business needs. The Program takes on the ownership of benefits and is measured primarily based upon achievement of those benefits. Programs can also sometimes have “benefits streams”, or sets of interrelated benefits, such as increased R & D capabilities combined with increased market penetration, that cut across functions in the organization. Because programs, naturally consisting of multiple projects, span functions within an organization, they have all elements of a business system, and hence are general management oriented.

Project Management
Project Management is most concerned with delivery of capabilities, typically as defined within a program. Projects need to be strategy-driven, but do not own the strategic initiative as does a program. Rather, the project takes inputs and develops and implements a tactical plan. Monitoring along the way and final measurement of success is typically based more on the tactical considerations such as budget and schedule than upon achievement of a strategic business objective.

Now, with the basic distinctions among Project Portfolio Management, Program Management, and Project Management defined, each organization must “personalize” its implementation of these 3 processes within the organization. Some key factors and how they affect choices made about implementing each are as follows:

Industry – Industry provides insights into the stability and consistency of operations. Some industries, like pharmaceuticals, are be very driven by product lifecycles, albeit fairly long ones that include a major regulatory process. Consumer electronics companies are driven by much shorter project lifecycles and rapidly evolving technology, with little regulation. Construction firms are highly porjectized and deal with very stable technologies and products.

Organization size – Generally, greater size requires more formal organization. Without structure, the relationships between strategy, portfolio management, programs, and projects can become blurred and disjointed. The 2 points of focus here are to have well-considered organizational frameworks for each of portfolio, program, and project management, and then to pay special attention to building strong ties among them for communication, collaboration, and information flow.

Operational Breadth – A more narrowly defined operational capability, such as found in a sales-focused or production focused organization, will tend to require less formality, and information will flow more freely among portfolio, program, and project management processes. In organizations that are well-integrated horizontally, containing well-developed core competencies in R&D, marketing, production, distribution, and the like, there will be natural separations that need to be managed. This will make program management especially challenging, since it is likely to cross those boundaries.

Strategy – Like the various operational considerations, the strategy will effect organization of portfolio, program, and project management based on how complex it is. One key consideration not mentioned above is strategic alliances, which can greatly effect how tightly managed and how structured these processes need to be.

Standards for Portfolio, Program, and Project Management
Standards for Project Portfolio Management, Program Management, and Project Management do exist, and clear definitions can be found within. The worldwide Project Management Institute (PMI, www.pmi.org)) has developed and published the following standards (free for members):

The Standard for Portfolio Management
The Standard for Program Management
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)Third Edition

A project manager, quite simply defined, is an individual who is responsible for the entire project. He or she is not responsible for completing every task. Indeed, it is unlikely that the manager would even have every skill needed to complete all the work. He or she is simply the final decision maker. This person will usually be considered responsible for the success or failure of a project, unless other reasons for the outcome are blatantly obvious.

A successful project manager uses a variety of skills. He or she must be able to efficiently obtain information which is then used to make informed predictions and business decisions. The ability to thoroughly analyze, create and implement successful projects requires dedication and foresight. A very organized, self-disciplined individual with experience in presentations is well fitted to a managerial position. This kind of manager stands out as a team leader who inspires employees and at the same time effectively achieves positive communication with customers when needed.

After the formalities of decision-making are over, the manager’s hard work begins. Managers must envision the progress that should be made with an impartial eye. Adjustments may need to be made in the progress of goals and the effectiveness of actions. Team motivation and focus is essential and managers should be vigilant with these things as teamwork equals quality. Quality is pivotal in the overall progress of the project. Amidst all of this the manager has to keep an eye on time constrains and budgeting. A watchful eye for quality assurance will determine success or failure of any project. Effective planning eliminates actions not useful or damaging to the project.

The project manager will also need to define a plan and manage any changes to that plan, all while keeping project goals in mind. The goals for the project must be created, as well as a plan of action for accomplishing them. The process of bringing these goals to pass must be managed without allowing them to go beyond the scope of the goals themselves. There must also be a contingency plan for identifiable risks should they come to be a problem. There must also be a determination of any changes to the scope of the project, as well as an estimation of costs, all of which must be put in writing with the customer.

Evaluation of a team’s assets and liabilities is essential to good leadership. The good project manager will also be able to use this knowledge to achieve the most successful results from his or her team. Diplomacy combined successfully with assertiveness, rather than aggressiveness, is a useful combination of skills. Clear lines of communication to the team and among team members are important. It should be noted that, while maintaining the schedule is the manager’s responsibility, team members should have input into developing this schedule.

In 1969, the Project Management Institute, or PMI, came into existence. It was meant to ensure that project managers got the skills they needed for current success and future advancement. In 1981, PMI directors published a set of appropriate standards and guidelines. This frequently updated guide to project management is referred to as the PMBOK, and should be carefully reviewed by those who wish to be successful project managers.

There are a number of project management certifications available worldwide. Here is a quick summary of what they are about, and links to learn more.

prince2.com is the de facto standard used extensively by the UK Government and is widely recognized and used in the private sector, both in the UK and internationally.

aipm.com.au/ Australian Institute of Project Management – This project management certification – there are several levels – is primarily geared toward Australian professionals and organizations, although it is based on international standards and best practices.

certification.comptia.org/project/default.aspx is inexpensive, has no prerequisites, requires no continuing education, and there is no application, but there is a test based on international standards.

pmi.org Project Management Institute – PMP and CAPM The PMP and CAPM Project Management Certifications he Project Management Professional (PMP) is the most widely known and accepted worldwide. The Certified Associate in Project Management (CAPM) is entry level and does not require experience.

ipma.ch/Pages/IPMA.aspx IPMA – International Project Management Association This Swiss organization – the oldest in the project management profession – is primarily comprised of national project management associations worldwide.

iil.com/apmc/ APMC – Advanced Project Management Certification – This is a specialized advanced certification for senior project managers who complete “The Kerzner Approach to Best Practices”.

projectmanagementcertification.org AAPM – American Academy of Project Management MPM™ Master Project Manager, CIPM ™ Certified International Project Manager ™ or PME ™ Project Manager E-Business ™ certifications are by application base upon completion of approved education, which looks to be exclusively by education institutions, and not private businesses.

brainbench.com/xml/bb/common/testcenter/taketest.xml?testId=2309 The test is based on the PMI’s Project Management Body of Knowledge (PMBOK). What is unique about BrainBench is that they specialize in “Delivering easy-to-use assessment products that predict success on the job.”

You can see all of these at: PMcrunch.

Many Project Managers believe that to enjoy total project management success, you need to manage projects using a formal project management methodology. They say it helps give you direction, it saves you time and it improves the quality of your deliverables. But does it?

Most good managers use a methodology of sorts, whether it be written on post-it notes stuck to their screen, documented in a stack of procedures on their desk, or included in software that they have bought. Regardless of the type of methodology used, there is one common theme – that it typically helps them to manage projects and therefore improve their project success.

What is a Methodology? A methodology is “a set of methods, processes and practices that are repeatedly carried out to deliver projects”. The key concept is that you repeat the same steps for every project you undertake, and by doing that, you will gain efficiencies in your approach.

What is a Standard? So what is the difference between a methodology and a standard? A standard is “a collection of knowledge areas that are generally accepted as best practice in the industry”.

Standards give you industry guidance, whereas methodologies give you practical processes for managing projects. Standards are not methodologies, and vice versa. The two most popular standards are PMBOK and Prince2.

What should be included?

When you buy a project methodology, it should give you:

• A core set of processes to follow for delivering projects;
• A set of templates to help you build deliverables quickly;
• A suite of case studies to help you learn from past projects;
• An option for customizing the methodology provided;
• The ability to import your existing processes into it.

 

MPMM is one of the few methodologies that provides all of these features

What will it not do?

A Methodology is not a silver bullet. It will not fix projects by itself or guarantee success. It is fair to say that no methodology “out-of-the-box” will be 100% applicable to every type of project. So you will need to customise any methodology you purchase to ensure that it perfectly fits your project management environment.

Why use a Methodology?

While a methodology is not a silver bullet for projects, it should help you by giving you a clear process for managing projects. After you have customised it to perfectly fit your environment, your methodology should tell your team what has to be completed to deliver your project, how it should be done, in which order and by when.

Using a methodology you can:

• Create a project roadmap;
• Monitor time, cost and quality;
• Control change and scope;
• Minimise risks and issues;
• Manage staff and suppliers.

 

Of course, you will need to use the elements of the methodology that are most suitable to each project you undertake. For instance, when managing smaller projects, you will only want to apply lightweight processes to your project. When managing large projects, you should apply the heavyweight processes to monitor and control every element of your project in depth.

But if you can manage every project you undertake in the same way, then you will gain efficiencies with your approach, work smarter and reduce your stress. You will also give your team a clear understanding of what you expect from them and boost your chances of success.

If you want a methodology to help improve the way you manage projects, you are likely to want:

• A core set of processes to follow for delivering projects;
• A set of templates to help you build deliverables quickly;
• A suite of case studies to help you learn from past projects;
• An option for customising the methodology provided;
• The ability to import your existing processes into it.

 

You can discover more about project management methodologies at www.llewellyn-group.com