Is the PMP exam worth while

I am a member of a few groups on the social media site, Linkedin.com.  Recently, a member of the group called "Project Manager Community" asked the following question : "Does having a PMP state you're a better PM compared to one that doesn't have this certification?".

So far, there are more than 110 comments and they are still continuing to be added. 

My answer was to comment that it is not just the qualification, but that it must be combined with experience to make a good PM.  The depth of knowledge that the PMP exam makes each candidate understand is far superior than any other PM exam that I have seen, or indeed taken.  Each candidate must know the PMBoK inside out and understand the complexities and dependencies of project management.

Weekly Reports

Part of being a good Project Manager is being a good communicator.  A good communicator can convey information both orally and in writing.  One of the key communications is a weekly status report.  This report can become an historic archive of the way that the project is progressing and can allow all stakeholders to see where you are against your schedule and budget and see what the major risks and issues are.

I have a template that I use each week, so that the stake holders can see the progress easily.  This report is produced on Friday afternoon and distributed to the required stakeholders.  I then place this report into a folder within my project site on SharePoint so that anyone can see the report.  The target of this report is to be a single printed page, as any more may take too long for a senior stakeholder to read.  I try to make the report graphical, so at a glance you can see which areas require attention.

Project Governance

Project governance is the framework which ensures that the project has been correctly conceived and is being executed in accordance with best project management practice and within the wider framework of the internal strategies and processes for each organisation.

Project Governance provides a centralised strategy for project control and reporting, including a set of rules of engagement and guidelines with project teams including external parties.

Agile Methodology

As I mentioned in a post last week, I have consulting at a client site that uses an Agile Project Management Methodology.  As a Project Manager, I had thought that I have not used Agile before, however, I now understand that as a Project Manager / Developer for many years, I have previously been using an Agile methodology.

In my very first job, after leaving university, I was coding a 4GL, and our Project Management Methodology was DSDM (Dynamic Systems Development Methodology).  I went on a course and actually became a DSDM Practitioner.  This was back in 1997.

The first few days

I started a new job last week, which will be to Project Manager the move of three data centres to two new locations.  I am quite excited about the new role, as always, and am looking forward to building new relationships and the hard work that will follow in the coming weeks.

Project Initiation in a Japanese Corporation - Part 1

I am in the final week of the planning phase, within our Corporate Project Life-cycle   The life cycle is based on the Prince2 methodology, seeing as I wrote it soon after completing my Prince2 Practioner exam.  This is the time that the RACI matrix of the phase deliverables is being checked and the components are being completed.  There are many authorisations to seek and complete, of which each document could have between 1 and 6 signatures.  The final Project "bundle" of documents has a header sheet, where approximately 10-12 will eventually sign it off. 

I work for a Japanese Corporation, which follow a strict protocol in terms of project control and budgets.  It is actually quite a refreshing change to work for a company that expects you will spend a serious amount of time in the planning phases, proving your concepts and gaining sign-off from all parties concerned.  It means that each department and management level, understand your project, authorise your project and have buy-in to your deliverables.