I’ve been a proponent (much to the chagrin of some of my team mates) of the idea that organizations don’t understand the problems they’re trying to solve for quite some time. This sounds absurd on the face of things – why would an organization sink time, money and resources into a solution for a problem they don’t understand?
Fact is, most folks participate in “blind solutioning” (fixing a problem where only the symptoms are well known) and aren’t aware of the damage they cause – I’ve been met with anger, disbelief and denial whenever I try to gently bring this to the surface. Like it or not, so many projects start out with an assumption that a product is the answer before any time is spent determining what needs to be rectified in the first place.
Well, there is one constant for our technology ladened world – things change and innovate fast. There is a new website with a killer mission – to give all that what it the opportunity to create their own comic strips. Pardon my inner-kid, but that is soooo kewl!
So from time to time I’ll be crafting and publishing some humor and informative strips for your viewing pleasure – here’s my first about the infamous 3 month rule (that is, when you’re saddled with a project that someone else started, like a contract PM who is no longer there, that you have a get out of jail free card for a 3 month extension). I’d like to note that I don’t like/approve/exercise the 3 month rule – but it’s out there and a little satire now and again is good for the soul.
Today begins the first in a series of entries about focusing on the basics of Project Management. With all of the “flavors” of Project Management these days (Scrum, Agile, traditional, waterfall, RUP, CMMI, etc) the basic tenets of any PM methodology are the same – help remove risk, ensure optimal performance and deliver the project you’re chartered with managing.
I want to start with Scope Management, the practice of defining what the project is supposed to deliver and what areas the project will not attempt to address. This is the fundamental component that separates projects from operational work. The reason that projects can fall behind schedule or miss the expectations of their customers primarily lies with inaccurate scope development or management. This uncertainty doesn’t just lead to project impacts with schedule, budget or team – if left unchecked this uncertainty can impact the client’s confidence in the team, or impact the team’s morale. (more…)
For many, the task of filling out the PMP certification application can be more daunting than the exam. Fear not, however, for there is an easier way.
The most laborious task is Section III, the Experience Verification form. Now, while this form is straightforward, it should help you save time and anixety when you are filling out the application for the exam online or offline. Just remember, PMI isn’t judging the ‘quality’ of your Project Management as a part of the application process; they are judging whether you have the required experience to sit for the exam. Similar to your resume/CV (but much more detailed) break down your project portfolio you plan to use and decompile your projects one at a time. It’s tedious, but for a PM ready to sit the exam, it should be old hat.
Here’s that form – I ask that if you choose to pass this on to keep the identification information in tact as a courtesy.
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