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Showing posts with label References. Show all posts
Showing posts with label References. Show all posts

26 February 2010

Earning Pdus is a Breeze

Earning Pdus is a Breeze

Earning Pdus is a Breeze

Many Project Management Professionals (PMPs) find it a challenge to earn their 60 Professional Development Units (PDUs) required every 3 years. This is not necessarily as challenging or daunting as many think! It is actually quite easy, and it can (and should!) fit into the regular routine as well as professional and personal goals that most professionals have. Here are some ideas on how PMPs can easily gain the required 60 PDUs in the natural course of business.

Having Personal & Professional Goals Is the Key
First, think about the goals of a Project Manager or Program Manager who needs to earn the PDUs. He or she has many responsibilities that require varied skills, much akin to the skills of a General Manager. In fact, many PMs aspire to become General Managers some day. So, really, the first step toward incorporating PDUs into the normal course of business is to determine personal and professional goals!

Setting Up an Implementation Plan
With those goals in mind, the next question is "How will I achieve those goals over, say, a 3 year horizon?" Presumably those goals entail building skills, working on certain types of projects, gaining experience with certain types of problems and situations, building a professional network, and honing all-important soft skills. Given that a Project Manager must be a strong communicator and a leader, a big-picture strategic thinker, and inspirational team builder, a great approach is to design a personal program for achieving this while earning PDUs at the same time.

It's About Planning
First, it is good to not leave this type of personal goal-setting and personal strategic thinking to the last minute. This is actually Project Management 101! Professional goals are usually medium to long term in nature, so some planning is in order. The PMI recently changed the rules on dates for earning PDUs, all in favor of each and every individual PMP. In the past, there has been a "race" near the end of each year to earn required PDUs for re-certification. However, at least that has become balanced as the PMI has changed that, and each PMP must re-certify by earning those 60 PDUs by their anniversary date, allowing more time, at least for this current 3 year cycle.

And It's About Execution
So, what are the PMI's requirements, and how can PMPs leverage those best toward achieving their personal and professional goals? First, the authoritative source for PMP re-certification is the PMI's Continuing Certification Requirements (CCR) Handbook in the PMI Career Development area. It outlines the five categories within which PMPs can earn PDUs, which are reviewed below in the spirit of making it easy and as a matter of the normal course of business.

Category 1: Formal Academic Education. This refers to education and training at accredited universities. Classes on project and/or program management qualify, as they need to map to the project management processes and knowledge areas in the PMBOK. PMPs need to speak with the university and PMI to clarify the number for PDUs that each course will earn.

Category 2: Professional Activities and Self-Directed Learning. This category fits nicely into the time and goal scheme for many PMPs, but there are some limitations on how many PDUs can be claimed in some cases. Here are some examples:

a. Author a book - up to 40 PDUs
b. Day to day project management work (i.e. any PMP's job, if it includes 1,500 hours per year as a project manager) - 5 PDUs per year.
c. Teach a project management course - up to 10 PDUs
d. Speak at a local PMI chapter dinner meeting - 5 PDUs.
e. Self Directed Learning (i.e. read a project management book, listen to a project management oriented podcast) - up to 15 PDUs per 3 year cycle, and requires 'proof'

Category 3: Registered Education Providers (REPs) of the PMI. This includes relatively expensive on classroom courses, or less expensive online project management training courses (1 PDU per course hour as per PMI rules). Other options, with networking as a side benefit, include PMI monthly chapter dinner meetings (1-2 PDUs) or special seminars and PMI Specific Interest Groups (SIGs) meetings.

Category 4: Other Providers. Project management related training by non PMI REPs also qualifies, a fact that is commonly misunderstood among PMPs. This includes seminars, project management training in-house, and online courses from non-REPs where the content maps to the PM Processes and Knowledge areas. Just like REP training, non-REP training qualifies for 1 PDU per course hour as per PMI rules. The PMI requires course descriptions and receipts or transcripts in case of audit.

Category 5: Volunteer Service. Service can be for a PMI Chapter or another volunteer organization where project management is clearly exercised. Elected officials earn 10 PDUs, and regular volunteer 5 PDUs per year. PDUs earned can easily total less than the hours spent, but other benefits include networking with peers, PM community involvement, and the personal growth that comes with volunteering.

A Call for Action for PMPs
The purpose of PDUs is to keep PMPs engaged and growing professionally. The simple call for action is for Project Management Professionals to assess their PDU needs and map them to their personal and career goals. Then it is a matter of finding the preferred methods, as outlined above and authoritatively listed in the PMI's "PMP Credential Handbook" at http://www.pmi.org/PDF/pdc_pmphandbook.pdf, and get into action on a regular basis toward achieving goals - and earning PDUs.

About the Author

John Reiling, PMP, MBA is a Project Manager and runs a web site, Project Management Training Online, that provides hundreds of online courses for PDUs in areas such as Leadership, Team Building, Six Sigma, ITIL, PRINCE2,.... See John's post "Earning PDUs and Maintaining PMP PgMP Status Is Easy" at PMcrunch.com.

(ArticlesBase SC #568523)


24 February 2010

My Newsletter: PMP Certification: The Five W's *Update*

I wrote an article about PMP certification in August last year ( Read it all here ) but just found this blog post defining further down that motivations of people taking the exam, %, and much more if you browse the pages of this blog found at:

http://pmtips.net/february-2010-pmp-survey-results/

19 February 2010

Looking for input about web design ...

Question Details:

Looking for input about web design in general, what's appealling to them, what is their personal preference...

I'm helping a friend who needs to collect information from as many people she can get input from. I'm hoping using this LinkedIn Question tool will help. Here's her question:

*******************
" I am taking a couple of courses in web design and am interested in seeing what appeals to the general public's eye. I am looking for websites in all areas for example: gaming, informational, commerce, etc. I would need your help...

Can you please send me links to sites that you like (find appealing). I will gather the information over the next week or so (so by the 26th of September). Once my website is up and running, I will post the links to some of the sites on my page (I will provide the link when it is ready). Any and all help is appreciated! "

Email: daniellej@sympatico.ca
LinkedIN profile:
http://www.linkedin.com/pub/danielle-joffe/10/870/771

If you have issues or do not have a LinkedIn account, please contact me here and I'll send you te information via email.

15 February 2010

Free PDU's

** Update made on Feb 26 with more links to sites offering free PDUs**

You can read these articles to get more details about the various categories of PDUs you can look for to complete your 60 PDUs per 3-years cycles to keep your credentials.

** End of update**


Here are a few links to get more details about earning your PDUs (Professional Development Units [1] ), all FREE!

Free Webinars - 1 PDU each :

[1] PMI Professional Development Unit (PDU) Qualifying Activities

Learning about Scrum, Agile, & Waterfall - Part 1

More and more frequently, companies are looking for project managers who have experience with new project management methodologies such as Agile, Scrum, and Waterfall.

As I am always looking for continuous improvement, stay up-to-date with current business processes, maintain my PMP credential, and also to be able to manage projects for clients who already uses these techniques, it was time for me to get training on these techniques.

I am currently searching for classroom, online, or blended training courses, and will soon publish here a list of courses I found, their delivery format, and their price, but for now I have lots to read and I am sharing with you below what I found on the web and through my network. Enjoy!

Stay tuned!

12 November 2009

About Me: New recommendation!



To see the full list of recommendations I received on Linked In, click here.

31 August 2009

Project Management Sayings

We all have to deal with difficult issues in our busy life, so we hope these will help make your day!

How Projects Go Wrong-Click for a larger view
  • It usually makes the gentlemen in the room a tad uncomfortable
  • The famous Parkinson's Law is often quoted to highlight the work psychology of poorly motivated project team members.
  • Work expands to fill the Time. Cost expands to meet the Budget
  • A goal without a deadline is only a dream
  • Dates on the calendar are closer than they appear.
  • Take ownership of your failures and document the missteps you tryed to prevent.
  • If it is not measurable it is not meaningful. If you can't measure it you can't manage it.
  • Write your deadlines with erasable markers... keep the permanent ones for the pristine whiteboard.
  • There are only 24 hours in a day.
  • The best chef can do a great meal with some eggs, a tad of oil and a pan, but he cannot get the same result with nothing at all.
  • Execution without planning is like putting the horses the horses behind the cart.
  • Today you idiot proof it...tomorrow a new and improved idiot arrives
  • Launching a project without a plan, is like climbing a tree to catch a fish
  • Never confuse enthusiasm with competence.
  • Never confuse motion with progress.
  • The first 90% of a project takes 90% of the time. The last 10% takes the other 90%.
  • The more ridiculous the deadline the more money will be wasted trying to meet it.
  • Too few people on a project and they can't solve the problems - too many, and they create more problems than they solve.
  • Any project can be estimated accurately (once it's complete).
  • A badly planned project will take three times longer than expected - a well planned project only twice as long as expected.
  • The sooner you get behind schedule, the more time you have to make it up.
  • When the weight of the project paperwork equals the weight of the project itself, the project can be considered complete.
  • For a project manager overruns are as certain as death and taxes.
  • If there were no problem people there'd be no need for people who solve problems.
  • If everything is going exactly to plan, something somewhere is going massively wrong.
  • Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea
  • All project managers face problems on Monday mornings - good project managers are working on next Monday's.
  • Projects happen in two ways: a) Planned and then executed or b) Executed, stopped, planned and then executed
  • There's never enough time to do it right first time, but there's always enough time to go back and do it again.
  • It takes one woman nine months to have a baby. It cannot be done in one month by impregnating nine women (although it may be more fun trying).

30 August 2009

My Newsletter: PMP Certification: The Five W's

***** Note added on Feb 24, 2010 *****

I found a blog containing further details about the PMP certification, Read all here...

***** End of Note *****

I’m reading a lot on my business and profession, and using different methods to receive notifications when new interesting articles gets published on the web, such as newsletters and RSS feeds updates. Recently, I’ve seen lots of discussions and questions about PMP: What is the benefit of having PMP certification (for the employers or for the employee/consultant), what does it takes to become PMP certified, etc. So, I’ve decided to provide a little summary here of what this is all about and where to find additional information from official well documented sources. Feel free to post comments at the end of this post, or to contact me by email.

For Who & Why??

Growth of PMP’s since 1995
  • Growth of PMP’s since 1995
  • PMP is 7th on the 10 best IT certifications – December
    2008
  • Better salary. PMPs typically have attractive salaries, which are 10-20% more than the uncertified counterparts.
  • Employers who use PMPs are assured that they have
    hired Project Managers who have a core competency in Project Management and the requisite experience to perform as a project manager.
  • Studies have shown that projects managed by people who are not certified Project Managers have only a 25% chance of success, whereas projects run by those who are knowledgeable in Modern Project Management tools and techniques - as are people with the PMP certification - have a 75% success rate.

The Value of Credential per PMI

Click here for the PDF format of this chart

More information here

What is PMP certification?

The PMP Credential was established in 1984 in order to recognize practitioners’ skills and knowledge in the field of Project management. Passing the Project Management Professional
(PMP®) Certification Exam,
along with experience and education, is key to achieving the PMP Credential.

What is PMP about and its requirements?

Candidates must complete Project Management Experience Verification Form(s). The Experience Verification Form is used by candidates to properly document and report project management experience. There are two sets of experience requirements depending on whether or not an applicant holds a baccalaureate degree:

  • For candidates who hold a baccalaureate degree:

4,500 hours minimum PM experience gained within the last 8 years prior to application and covering at least 36 unique, non-overlapping months are required. At least 35 contact hours of specific instruction that addresses learning objectives in project management.

  • For candidates who do not hold a baccalaureate degree:

7,500 hours minimum PM experience gained within the last 8 years prior to application and covering at least 60 unique, non-overlapping months are required. At least 35 contact hours of specific instruction that addresses learning objectives in project management.

How?

Candidates must complete a PMP Certification Examination Application. Once the application and fee have been processed, PMI will electronically send the Examination Scheduling Instructions, confirming that the applicant is eligible to take the exam. The exam cost is:

  • US$ 555.00 ( Non-PMI® Member )
  • US$ 405.00 ( PMI® Member )

Most people require the following amount of time at minimum to complete the credential applications:

  • 10 days/weeks for PgMP
  • 8 hours for all other PMI credentials

When & Where?

Once eligible to take the exam, you have one year to prepare for the test and schedule the date & location of the exam at a Prometric centre. The exam is made of 175 multiple- choice questions to complete in 4 hrs maximum; which is around 1.4 minute per question, and get your score results printed immediately. The exam may be taken three times within the eligibility period should applicants not pass on the first attempt. PMP Prep students should expect to spend around 40-50 hours studying for the exam in addition to the time spent in the classroom.

How to maintain PMP credentials?

To maintain the PMP qualification a number of 60 professional development units (PDUs) must be earnt over a three years cycle, from activities such as researching, authoring articles or speaking on Project Management related topics or being engaged full time in a project management.

References

  • Wikipedia: To get a short description of CCR, relation with other accreditations and training programs, references and links to useful sources available on the web, read this page on Wikipedia.
  • Project Management Institute (PMI): To read details about CCR from the official source, read PMI’s information about CCR here.
  • PMP® Password – June 2008: The June 2008 publication
    (sent to PMP exclusively) is about overcoming challenges in participation to
    professional development activities for PMP who are required to complete their
    CCR to maintain their accreditation.
  • PMP versus CAPM exam
  • Project Management Institute Publications:
  • PMP® Passport: This e-newsletter is distributed
    exclusively by PMI to PMPs, quarterly, and focuses on the needs of individuals
    who have attained the PMP credential and the project management community.
  • PM Network®: Award-winning monthly magazine that
    covers trends, tools, techniques and best practices
  • PMI’s Career Track: Biannual publication delivered
    with PM Network that helps practitioners plan and advance their careers
  • Leadership in Project Management: Award-winning
    publication that helps readers build leadership skills; features advice and
    lessons learned from top executives
  • Project Management Journal®: PMI’s quarterly
    peer-refereed academic and research journal
  • PMI Today®: Monthly newsletter delivered with PM
    Network that keeps members up-to-date on Institute news and events
  • Continuous Credential Requirements - CCR

24 August 2009

Deliverable Review Template

The deliverable review template can be used to capture reviewer comments. It can be used to capture :

  • Code review comments
  • Test case review comments
  • Design review comments
  • Architecture review comments,etc.

Each review comment can be addressed by the team and fix them and mark it to closure. It is a useful tool for the project manager/team to pull out some metrics on the quality of review or the quality of the deliverable. Please download it here .

(please donate to PMTools if you find it useful).

PM Boulevard - Pros & Cons of Peer-to-peer project management?

I think that the best advantages of managing projects in organizations promoting participations from all members is a) these users will most liklely be more accoutable of their workb) when facing new issues, scope changes or different techniques/technologies, involving as many people with different knowledge & knowledge is the best way to find a solution that will have the least impact on time, scope, budget.

In other words, I strongly believe this methods provides the better return-on-investment, but I totally agree with the previous comment on this page; this can be achieved only with strong leaders, who have experimented this method of managing projects. Otherwise, you can lead to problems in communications, conflicts resolutions, unmanaged egos, of egos, just to mention these.

Here is a link to a very good publications on user involvement, describing advantages, disavantages, what is user involvement, etc.:"Good Practice Guide - User Involvement" :

http://www.biglotteryfund.org.uk/er_res_good_practice_guide_user_involvement.pdf

And I also found this other website you might find interesing:

"The Importance of Peer to Peer Communication" : http://pmtips.net/importance-peer-peer-communication/

15 July 2009

About Me: Testimonials

Awards :



Awarded in 2001, 2003 and 2004 by the President of CDI Education as a

"Your actions and contributions in 2001 have shown that you are one of these "special people". As our company continues to grow and prosper, we will need people who optimize our culture, just as you have in 2001."
"[...] a highly effective person who go about achieving results in a very positive and supportive manner with teams and customers, who have a history of success in her own job function and who exemplify our values."


"Thanks you for your contribution to the organization and for working in a manner that allows others to look at you for help and support and for going the extra mile in getting it done."


Awarded by client at project closure: “Eliane Veillet has contributed to the success of the project SARM”. The sponsors of this project were CGI Group, Bell Canada, and Sun Microsystems.


Testimonials :



February 2nd, 2009 Lianne Zitzelsberger, Instructional Designer, Nexient Learning (colleague)worked directly with you :


“Eliane was a superb project manager. Her strengths include, but are not limited to, her attentiveness to the clients needs, her diligence in solving problems, her technical knowledge and her professional integrity. Eliane brings energy, commitment and humour to all her projects and she would be a great asset to any team.




December 5, 2008, Denene Berard , Sr. Account Executive , Private worked with Eliane at Nexient Learning Inc.


“Eliane and I worked together on various client solutions, mine from the Account Executive standpoint and Eliane from a Project Management stadnpoint, and her attention to detail was stellar. Her dedication, responsiveness and quick turn around time to determine and implement the exact needs of the client, was an asset to my accounts. Her ability to form close links with the nominated representatives, was essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, could be realized - and they were.”



December 2, 2008, Kim Chin , CSR , Nexient Learning worked directly with Eliane at Nexient Learning Inc.


“I worked on several critical projects with Eliane at Nexient. She was commited and dedicated and always performed her job with the utmost professionalism. Eliane has the ability to get down into the detail of a project while continuing to see the bigger picture as well. She was an asset to the team and very enjoyable to work with. I would welcome the opportunity to work with her again in the future.”



December 2, 2008, Frances Carere , Account Executive , Nexient Learning Inc. worked directly with Eliane at Nexient Learning Inc. :


“Eliane and I worked together on a 1 year project to design, develop and deliver 16 courses for a public entity in BC. Eliane was one of my project managers for this project. During our time together, Eliane was a true professional. She provided timely and detailed reporting and managed all the complex delivereables - on time, in scope and on budget.”



June 14, 2008, Barry Mckelvey , Consultant , Digital Clairaudience was a consultant or contractor to Eliane at Nexient Learning Inc. :


“Eliane is an extremely competent project manager with a constant drive to improve process and deliver a superior product. Her focus on client satisfaction, team building and attention to detail are reflected in her projects and contributions to a PMO.”





November 22, 2007, Dennis Hall , CSE , Strategia was with another company when working with Eliane at Nexient Learning Inc.


“Eliane is a great communicator. Her project focus starts in the right place and right away - with a communication plan and the eagerness to get the specs documented. I have grown from working with her and look forward to us bumping shoulders on many more projects. If it were not for Eliane keeping up our spirits and re-focusing the rest of the team, things would surely derail in short time.”



October 19, 2007, Raymond Cantin , Instructional Designer , NVS Learning worked directly with Eliane at Nexient Learning Inc.


“I worked with Eliane on a 4 month e-learning project for Nexient's client, Manitoba Public Insurance. When I first met her in her office, she impressed me for her sense of humor and her ability to take things as they come, but yet to drive projects efficiently. She could make me laugh, we talked about her kids, and she seemed to be the total opposite of a stiff person. Eliane is able to laugh at herself but yet to drive projects efficiently. The work of a project manager is not easy, but Eliane seems to control everything well, surely because she has a lot of experience but also great interpersonal skills. I would recommend her anytime to any organisation who's looking for a professsionnal senior PM.”



September 25, 2007, Claude Guimont , Senior Learning Consultant , Nexient Learning Inc. managed Eliane at Nexient Learning Inc. :

“Eliane takes extreme pride in her work and is very attentive to detail. She excels at managing well-structured projects that require tight control and where scope must be managed closely.”




September 7, 2007, Barry Cohen , Vice President, Central Region (Greater Toronto Area) , Nexient Learning managed Eliane indirectly at Nexient Learning Inc.


“Eliane worked as Project Manager on a number of projects that were sold by my team. One of the more complex projects involved custom development of e-learning and the development of a portal. Eliane had to manage customer relations with a software intgrator and the ultimate end-user customer, as well as all the internal staff assigned to the project. I was the executive sponsor of the project within Nexient. Eliane effectively managed scheduling issues, contained scope and managed the change order process, controlled all costs and ensured that we met the customer's requirements. Change orders were well documented and were often approved by the customer resulting in additional value. I would not hesitate to recommend Eliane as a Project Manager for complex, custom projects.”

September 12, 2007, Pierre Nadeau , Vice President, Business Developement , CDI Éducation managed Eliane indirectly at Nexient Learning Inc.
“Éliane is very energetic person; it's amazing all she can do in a day! She manages several projects simultaneously while delivering on promises. She is also committed to her professional development. Definitely a great asset.”



September 7, 2007, Louise Chapman , Instructional Designer , Nexient Learning worked directly with Eliane at Nexient Learning Inc.


“Eliane effectively manages all facets of a project and multiple projects with consistent and strong attention to detail. She is very skilled at negotiation, is able to secure cooperation and action from people and always works to mitigate the risk of roadblocks and problems in her projects.”



July 28, 2007, Jerry Van Olst , VP Sales Eastern Canada , Nexient Learning Inc. managed Eliane indirectly at Nexient Learning Inc.


“I had the privilege of working with Elaine while I was Regional Vice President –Eastern Region at Nexient Learning and as a result of joining GEVCinteractive in the fall of 2006, I have continued to work with her as a business partner on various projects related to e-Learning. Elaine is an incredible hard working, professional and effective project manager. She has a tremendous capacity to take on large volumes of work and is very organized. She has excellent people skills, gives great attention to detail, and super dependability. She is a pleasure to work with and when she is managing projects that involve us, we know immediately that another successful project is underway! I highly recommend Elaine and pleased to be a reference if further information is required. Sincerely, Jerry Van Olst.”



June 13, 2007. Michael Nagy hired Eliane as a IT Consultant in 2006 , and hired Eliane more than once :
“I have had the great opportunity to work with Eliane on numerous projects where she acted as Project Manager for e-learning projects. Eliane is one of the most well rounded, proficient Project Managers I know. She is one of the few people I know who has the communication skills to listen and understand what a customer is asking for; the creative skills (specifically in e-learning) to provide direction and input on the product; and the management skills to control the expectations of the client. My production team loves to work with Eliane. She clearly has the skills and knowledge to ensure that every project she takes on is a success.”



June 6, 2007, Ariel Savion-Lemieux , project coordinator , cdi reported to Eliane at Nexient Learning Inc :
“Eliane is a great mediator. She performs extremely well under pressure. She is organized and meticulous. If I had the means, I would try to get her on board no matter what!”



September 10, 2007, Gordon Hamilton , Consultant-Technical Trainer , CDI Corporate Education Services worked with Eliane at CDI Education
“For the projects we worked on together, Eliane has an excellent track record in management and is able to work well in a fast paced and multi-faceted computing environment. She always played a key role in core education development, partner relationships, and provided supervision or guidance to Trainers.”



August 31, 2007, Marie Felicite Gignac , Account Executive , CDI Education worked directly with Eliane at CDI Education :


“Eliane is a wonderful person to work with. She is an outstanding project manager that knows how to get others to respect timelines in a polite yet efficient way. Anytime you need someone to get things done in a professional manner don't hesitate to call Éliane. Éliane is also committed to her own development and to continuous improvement in general. I would also say that Éliane has high energy, a great propensity at multi-tasking and is a very determined hardworking person.”


December 2003, Michael Fehr, Vice-President Est du Canada, CDI Education; managed indirectly Eliane at CDI Education :

“Eliane has been nothing short of excellent in her support of any Ottawa projects she is involved in.”

December 2006, Casey Worthington, [Client Confidential], Project Authority :

"I know you and the team have been working *very hard*, and I just wanted to say how much we appreciate your efforts. The customer is delighted to have received the initial deliverables on time."

July 2004, Michael Fehr, Vice-President Est du Canada, CDI Education; managed indirectly Eliane at CDI Education :

“A huge thank you to Danielle, Eliane and Gary for writing a strong proposal and establishing the new partnership with EEDO. We all thought it was a solid proposal from the beginning and that team did a great job in building a winning solution for [...]. They had tight deadlines to work with and pushed hard to get the points to beat out a tough competitive field.”