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.

What is cloud storage?

If you have read technology blogs, worked for a large company, or looked for a backup solution in the past 5 years, you will be familiar with the concept of cloud storage. It is a simple way to securely store and access your files from any computer or mobile device. 

Cloud storage became popular at the end of the last decade and has now amassed over 600 million users worldwide. This continues to grow at a fast rate with more and more people turning to cloud to achieve one of four things:

1. Backup files – This will make sure you never lose your work files or family pictures
2. Access files from anywhere – Easily open, edit and save files from any computer or mobile device.
3. Send files to friends or customers – Sending files via email is now a thing of the past. Sending a link is a far easier option.
4.  Collaborate with colleagues in seconds – You can now edit and save files in one location with your colleagues and anybody can easily access the latest version of the file.

Empachal Drive stands out against the competition by offering all of the above features as well as 1,000GBs of storage for a fee of £25 per year for personal usage.

Project Leadership

My article on Project Leadership has been published and can be found here.

Social Media

Using social media for professional purposes is becoming common practice amongst the workforce in recent years.  People have been expressing their views, opinions, sharing news of their projects and career to the world to see.  Social Media has been used as a marketing tool for both individuals and companies.  For example, I use this blog to share my thoughts on Project Management and my career and different blog (Link) to share my thoughts and projects with Lotus Notes.  I am no longer a Lotus Notes "Guru", but I maintain the site to share any technical blog posts, keeping in touch with the community.

Leadership Skills : Trust

Trust is a key leadership skill.  Without trust, you will find many blockers in your projects and find that teams will not optimally perform for you within the execution phase of your project.  Gaining trust from your senior stakeholders ensures that your project has the appropriate level of support from the business and provides you with a level of authorisation to  smooth out any political issues.

Supplier Contracts

One of the many pre-project, or early tasks for a project manager is to arrange the supplier contracts.  In the last two client assignments, I have had to find and secure contracts with a multitude of vendors for various provisions.  Some vendors have been used for consulting, others have supplied software and a few have supplied hardware.  Often, a client will have a preferred supplier list that you have to work with.  Sometimes the supplier list is constrictive and cannot deliver the required service or product, so you have to take a recommendation to the project steering committee to gain permission to pursue a new supplier.  This can cause delays, as the on-boarding process can take considerable time and effort, especially in larger companies and corporations.

My PDU Plan

To maintain my PMP qualifications, I need to ensure that I continue to maintain consistent learning with regard to Project Management.  I like the idea that people cannot pass the PMI exams and then forget about keeping up to date with learning and modern practices.

Why education is important

As a consultant, I do not have an official career path, nor an HR department to provide a yearly development plan.  I have to make my own development plan and think about where my career will take me in the future.  To obtain a career path, it is down to me, what I do and how I do it. 

As a consultant, any time and money spent on education and qualifications, comes out of my time and my money, sometimes at the additional "cost" of not being able to work for a client, earning my daily rate.  The qualifications are quite expensive, often in excess of £1000.  In addition, I do not get given any paid time by my clients to study, as I would if I was employed.

My year in 2013

2013 has been a successful year.  It has been a good year in both my personal life and my working life.  I worked for two large corporate banking clients, had the biggest turnover for my consulting company, I passed the PMP-RMP exam and have seen both my children continue to grow into pleasant little creatures and are both excelling at school and extra-curricular activities.

MoSCoW

This is a short article to explain the fundamentals of the MoSCoW concepts.  I have been using RAD (Rapid Application Development) for many years, while being a Lotus Notes developer.  

Rapid Application Development does not mean lazy programming or rushed projects, but is a methodology that allows the Project Manager to cut out the "fluff" in projects and applications and to develop the right product, suited to the environment it is designed to work in. 

The 80/20 Pareto Rule means that a few (20 percent) are vital and many(80 percent) are trivial.  The concept of MoSCoW, it to concentrate on the vital deliverables and save the trivial to the end, or cut them all together.

Must haves - The "M" of MoSCoW, is for the priorities, the tasks that must be delivered, otherwise the project will fail.  For example, if building a house, these would be the walls and roof.

Should haves - The "S" of MoSCoW, is for the secondary priorities, the tasks that need to make the product complete and without them, the product will be functional, but not as functional as it should be.  For example, if building a house, these would be the plumbing, insulation, electrics, windows, flooring, fixtures and fittings.

Could haves - The "C" of MoSCoW, is for the additional tasks that would produce the best product possible.  For example, if building a house, this could mean the addition of a swimming pool.

Won't haves - The "W" of MoSCoW, is for the tasks that will not be completed.  If the project had all the time and money in the world, these tasks may eventually be completed, but they are superfluous to the final Product and therefore will not be delivered.  For example, if building a house, this would be the Helicopter pad.

As I said, this is a very short article, but a useful one, I hope.

Project Time

Time is part of the Project Management Golden Triangle.  I have blogged about the Golden Triangle before, but the concept is that you have Time, Scope and Quality, as three sides to a triangle and they all impact each other.  If you extend one side of the triangle, one or both of the other two sides will be impacted.

Time is an important aspect of Project Management.  People who understand scheduling will understand how simple and how complicated time planning can be.  On larger projects, the project plan will be controlling many different work streams in parallel and the Project Manager needs to understand the impact of time on each of the work streams and resources. 

Introduction to Change

Part of the overall project governance is the Change Control.  This can refer to changes in the scope of the project, the budget, the Schedule, the services provided or the products the project produces.  Change control needs to be in place to ensure that the project is delivered on time, to budget and delivers the required product.  Change control ensure that any change introduced to the project is defined.

Risk Management Plan

The Risk Management Plan is one document of many that combine to make the Project Management Plan, in my view.  The Project Management Plan is a set of documents that tell you how the project will be managed in terms of scope, cost, quality, change, resource, risks and much more.

The Risk Management Plan defines how risks will be controlled within the project.  It begins with the identification and then defines the action plan to deal with each type of risk.  The Risk Management Plan does not identify individual risks, but is a structure for dealing with risks.

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.

When a Project becomes a Program

A Project is a temporary endeavour undertaken to create a unique product, service or result.  This is the definition from the PMBoK guide from the PMI.  A project is not a permanent fixture, including resources, budgets and teams, it is only in place to produce the final product.  A project has a defined end and can be stopped, if the end is not going to be achieved or is no longer a business requirement.

A program is a set of related projects which are managed in a coordinated way to obtain benefits not available from managing the Projects individually.  Programs will contain projects, but Projects may not necessarily be contained within a Program.

Scope

This first item on the Project Manager's agenda when commencing a project is usually to define the scope.  In many corporations either a Project Charter or a PID is created and approved before the project is authorised.  This single document contains the scope of the project and the business justification.  Importantly, this document authorises the project to go ahead and confirms the name of the Project Manager.

The scope document is often referred to throughout the life cycle of the project and is used by all stakeholders to confirm the direction of the project.  Where the Initiation document provides an outline of the scope, a further breakdown and detail must be confirmed.

My current project is having difficulty defining the scope.  Some of this is due to budget reasons and some of it is down to communication issues.  My current client is a Japanese bank.  The communication issue is not just the language, but the culture.  I have previously written an article relating to the culture of a Japanese corporation.

Excel - Add a Month

I use MS Excel extensively in my day to day role.  Sometimes the simplest formula can stump me, but when I find a solution, I try to capture it and add it to this blog.

This formula will take a date (say 1st Oct 2013) and then add one month to it.

=DATE(YEAR(A1),MONTH(A1)+1,DAY(A1))

Simple.

4 P's of a Presentation

I am currently working as a Consultant Project Manager, working side by side with one of the best consultants I have ever had the pleasure to work with.  I am someone who always likes to learn, so I have been watching the way that the other consultant is working on various  tasks, learning and understanding new methods and ideas along the way. 

As consultants, we produce many reports, breakdowns and presentations.  One simple tip that I have learned for a presentation format is to tell a story using the 4 P's.  This was such a simple tip, but one that will stay in my mind and will be incorporated into every future presentation.

1. Present - What is the situation now.  Explain the fact of the existing processes, procedures and architecture.
2. Problem - What is the problem with this existing model.  Explain the issues and risks with the current model, keeping to facts and providing evidence of situations that have caused, or could cause, problems.
3. Possibility - Suggest some options, clearly indicating the pros and cons of each.  This must be factual, stating as much information as possible, but limiting the information into a manageable size for the presentation.
4. Proposal - Provide a single recommendation from possibilities mentioned in stage 3.  this needs to have backing for the Subject Matter Experts.  This should not be swayed by personal opinion, but should reflect the best possible option for the business and explain the reasons for the selection over the other options.

When this simple method of presentation planning was explained to me, I could not believe that I had never heard of this before.  Usually simplicity is the best option and from now on, I will be remembering the 4 P's.

Does a PM need to understand the technical level of the project subject?

This was always a question playing on my mind throughout the time I spent as a consultant.  My specialist subject was Lotus Notes/Domino and I was at the top of my tree.  Throughout my career, there was not a problem that I could not solve with assurance and conviction.  People often tested me, but I would often indicate a possibility of three solutions to the problems they faced.  At the technical level, there was not anything I did not know.

Google apps (part 2)

This article is a continuation of an earlier article I wrote in January this year.  I was surprised by the number of Google Applications I used almost on a daily basis.  What did we do before Google?