Pam Stanton's verdict:
In summary, here’s how I see it. Getting a PMP certification won’t hurt you, and it may expose you to some useful tools and ways to organize projects. It won’t, however, make you a great project manager—that you’ll have to earn through blood, sweat, and tears, and hopefully some laughter.
What does hurt all of us as a profession is the misconception that a PMP certification is an assurance of competence, and that’s where I’m passionately opposed. I seek to drive balance and visibility to the real skills that make or break a project manager, which is the emotional intelligence to know which tool to use at the right time, including a deep respect and appreciation for human behavior and group dynamics. As I repeat in my book and speeches: Human behavior is not a work breakdown structure, and methodology alone will not get you there.
My Verdict:
The PMP Certification has great value for non-certified Project Manager's coming from so-called third world economy into a first world economy. Although project management methodologies, concepts, and project execution is the same globally, the PMP certification is undoubtedly a great certification to consolidate years of project management experience with a certification that is well sought after by many international organizations.
Read the full article by Pam Stanton for PM Hut and share your views:
Pmp-certification-is-it-worth-it
Sunday, May 1, 2011
How short can your Program Charters be?
Great article by Johanna Rothman for PM Hut.
A great way to destroy a program is to avoid writing a charter. When I do assessments or work with teams, I often find that programs do not have charters, or that the charter is too big, or is missing some key piece of information.
But what do you really need in a charter? Too big a charter and it’s tempting to fake your way through it. Too small a charter, or insufficient information, and it’s not worth the time you spend on it.
I’m not sure there’s a “Goldilocks” size for every program’s charter, but here’s my attempt:
Remember, a charter is just enough to help you get started. It’s not supposed to be a book, or a thesis, or the reason for the program’s existence. It’s also not supposed to be one sentence, “We’re making a cell phone.” The charter provides everyone on the program the 50,000 foot view of what they are building and how they know it will be done.
Don’t shortchange your program charter, especially if you’re working on an agile program, and don’t overdo it.
A great way to destroy a program is to avoid writing a charter. When I do assessments or work with teams, I often find that programs do not have charters, or that the charter is too big, or is missing some key piece of information.
But what do you really need in a charter? Too big a charter and it’s tempting to fake your way through it. Too small a charter, or insufficient information, and it’s not worth the time you spend on it.
I’m not sure there’s a “Goldilocks” size for every program’s charter, but here’s my attempt:
- The program vision. You need a vision or purpose so everyone knows where the product is headed. Depending on the size of the program, the projects that make up the program may need visions also, but you need to know you’re making a cell phone or a refrigerator.
- Release criteria. You need to know what done means for the product so you know when you can release.
Remember, a charter is just enough to help you get started. It’s not supposed to be a book, or a thesis, or the reason for the program’s existence. It’s also not supposed to be one sentence, “We’re making a cell phone.” The charter provides everyone on the program the 50,000 foot view of what they are building and how they know it will be done.
Don’t shortchange your program charter, especially if you’re working on an agile program, and don’t overdo it.
Project Decisions
During the life of any project, many decisions must be made. The number and importance of these decisions will depend on the size and complexity of the project, but it is safe to say that any project will have some decisions and managing these is a critical part of the project manager’s job. How you manage these decisions will depend on several factors: whether the decision is yours, whether it is a gating decision, or whether the decision would change the scope, schedule, or budget of the project.
Every decision made on your project comes with a “best before date”. Some “best before dates” are explicit and easily identifiable, others are implicit and require some sleuthing to determine. Your job is to identify the date, identify the decision makers, and then get the necessary information in their hands so they can meet the date. Keeping your eye on these keys to decision making will help your project deliver on time.
Read full article by Dave Nielsen for PM Hut:
Project-decisions
Every decision made on your project comes with a “best before date”. Some “best before dates” are explicit and easily identifiable, others are implicit and require some sleuthing to determine. Your job is to identify the date, identify the decision makers, and then get the necessary information in their hands so they can meet the date. Keeping your eye on these keys to decision making will help your project deliver on time.
Read full article by Dave Nielsen for PM Hut:
Project-decisions
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