Robert Cooper to Keynote at PMI Global Congress 2007 North America

Robert Cooper, the author of Get Out of Your Own Way: Five Keys to Exceeding Everyone’s Expectations and The Other 90%: How to Unlock Your Vast Untapped Potential for Leadership and Life will be the keynote speaker at this year's PMI Global Congress North America.

Cooper, touted by Stephen Covey and Ken Blanchard for his unique insights, is best known for his inspiring works on achievement, practical use of emotional intelligence, and the neuroscience of leadership.

With project management being mostly about people, this should be an exciting and valuable presentation for anyone attending. Project managers will no doubt come away with some fresh perspectives.

New Ethics Standard Announced

As reported in PM Forum, to stay up to date with current thinking in ethics and to adapt to a more global presence, PMI has announced a new revision of its ethics standard. See below...

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: PMI® Announces New Ethics Standard

Extreme Project Management: Reality Rules

I just finished reading Doug DeCarlo's book, Extreme Project Management. I met Doug at a recent PMI event we both presented at. Not only is his keynote presentation a crowd pleaser (hint: he plays the drums to illustrate the pace of a typical project and uses Noah's Ark as a sample project from the "ultimate Sponsor"), but his book is chock full of practical, immediately usable ideas.

I was amazed at how much his philosophy mirrors my own, with a focus on simplicity, value, results, and the understanding that change is inevitable. A key point of Extreme Project Management is that reality rules. Plans are nice, but then results must drive further planning instead of assuming reality will yield to the plan.

As an example of simplicity, consider what he calls "The Four Business Questions":

1) Who needs what and why?
2) What will it take to get it?
3) Can we get what it takes?
4) Is it worth it?

As another example, check out his "Three Sentence Project Skinny":

1) Who will do what for whom?
2) This project will be considered completed when: ___
3) Why? This project supports the organizations objective to: ___

The book also offers handy checklists (such as what to ask the sponsor during the first and secend meetings, etc..), the 4 Accelerators, the 10 Shared Values, the 7 Win Conditions, and more.

Although the book is the size of the Encyclopedia Britannica, it's extremely readable and has diagrams that bring together all the concepts in the book. I highly recommend it to anyone looking for a book grounded in reality as opposed to academic theory. Above all, this will help project managers succeed where the rubber meets the road---communicating and dealing with stakeholders.

Amazon.com: eXtreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility: Books: Douglas DeCarlo

Singing for Project Management

In honor of International Project Management Day, held on November 2nd, the PMI GovSIG produced an entertaining musical video called Big Results. I can see the followup to "High School Musical" already.

The sound is a little out of synch from the video, making it sort of like "Godzilla Meets Project Management," but still entertaining.

Check it out below...

International Project Management Day November 2, 2006

Comedy Keynote at PMI Tools Day

The Delaware Valley Chapter tools day on 4th November got off to a good start. Don McMillan describes himself as an engineer-turned-comedian and had the audience laughing out loud for an hour. His take on work, job types, marriage and life generally overlaid a serious theme - effective communication is vitally important. Humour can make the communication more effective - and poor use of PowerPoint can make it less effective. There is more on Don McMillan at his web site at
Technically Funny

Microsoft enters the project certification arena

This press release from Microsoft, timed shortly before the PMI Global Congress, announces a certification programme for users of Microsoft Project 2007. The new version of Project Server is due to be released in the New Year and aims to integrate further with other organisation systems and processes. Offering a standard for training does seem like a good idea. It will be interesting to see how the new certification from Microsoft, which has a reputation for setting its own standards, aligns with the PMBOK.
The announcement says the "training and certification product lines ... were developed after consulting the A Guide to the Project Management Body of Knowledge ...".Microsoft Advances Its Project Management Technology and the Project Management Profession

PMI Project of the Year: From Wasteland to Wildlife

I was recently in Seattle for a PMI leadership meeting as part of the core team for the Program and Portfolio Management Standards program. First, I was impressed by the beauty and cleanliness of the city, and the friendliness of the people. And of course I had to grab a coffee at the first Starbucks and see the guys at the famous Pike Place Fish Market throwing fish to each other. But I digress.

What really floored me was being at the PMI Awards presentation and seeing the short film on the project of the year---the Rocky Flats Closure project. This was a former nuclear weapons facility (and wasteland) that had to undergo an immense cleanup, including nuclear deactivation and material removal. Except the result wasn't a mere cleanup---the site was turned into a beautiful wildlife refuge, and will soon have a public space for hiking, biking, and horseback riding.

It demonstrates what can be achieved when you blend passionate leadership and sound project management. The project's website is below...

Welcome Rocky Flats Environmental Technology Site (Main)

PMI Announces Program Management Certification: Bring On the PgMP

PMI has finally announced the certification for program managers ---- the Program Management Professional or PgMP (the "sm" after the designation in the press release is for the service mark). It'll be available in early 2007.

The title is probably a good choice and has good synergy with the existing PMP designation. Of course, it's the same designation as the Program Management Plan (PgMP) from the Army Core of Engineers, so hopefully that won't cause confusion in those circles.

As I've mentioned before, the rigor of the PgMP requirements should give organizations a pretty good feeling about taking on program managers with this certification. It's based heavily on experience in the real world and feedback on results as opposed to pure knowledge.

Also, one needn't have a PMP certification to apply for PgMP certification. Here's the press release...

PMI to launch credential for program management practitioners

Leading and Influencing: The Project Manager's Secret Weapon

There's an excellent article by Frank Saladis on allPM about how to lead and influence others. Topics such as boosting your credibility, practicing empathy, and maintaining organizational awareness are discussed, as well as some good tips for engaging team members and obtaining buy-in.

From my experience, these are the things a project manager needs to get right. The rest is just details.

Here's the article. Well worth reading.

Positive Leadership in Project Management – Team Building, Influencing and Leadership By Frank P. Saladis, PMP :: ALLPM Project Management :: Project Manager - Project Management - Information - Forum Manager- PM Tools - Articles -PMI

PMPort Announced; PMI's News Aggregator

The Project Management Institute (PMI) has just announced PMPort, an news aggregator that pulls to gether project management related news feeds on a daily basis.

I think they might need to flesh out the search criteria, but looks like it could be another interesting source of information.

PMport - Keeping stakeholders in touch with project, program and portfolio management around the globe - every day

IT Purchasing Standard: A New Tool for Project Managers

As reported in Computerworld, the Software Engineering Institute (SEI) issued a preliminary report on IT best practices on acquiring hardware, software and services, covering the entire procurement process.

This will extend SEI's Capability Maturity Model Integration (CMMI) as a new global standard for IT acquisition. The effort is being backed by GM and the U.S. Department of Defense, who will be piloting the standard.

The Computerworld article (link below) includes a link to the SEI preliminary report. It'll be interesting to see how this integrates with project management methodologies and PMI processes. It should be a welcome addition to the project management toolset.

GM backs IT purchasing standards

Talent and Project Management

I received the latest PM Network magazine from PMI the other day, and several things jumped out at me, especially following my last blog post on the winds of project management changing.

First, Neal Whitten had a great article about how a project analyst (what I've often called a "project control specialist") can be a valuable aid to a project manager by taking on the responsibilities of: project tools management, plan development, sub-plan collection, project support, supporting project tracking meetings, filling in for the project manager at times, and other areas that can free a project manager up to actually lead the project.

It got me thinking about the talents needed for the project manager role, the project analyst/specialist role, and any other roles needed on the project. But more than that, it got me thinking about talent management in general, and what it means to the project management industry.

Just look at these headlines, all from this month's issue:

• Attracting--and Keeping--top talent
• Executive Identity: Project managers should learn to think like executives
• A People Person: Succeeding in project management---and getting what you need from thise around you---requires a well-honed set of people skills
• Virtual Reality: Dispersed project teams are sparking shifts in management and leadership styles

Clearly, the talents needed to manage projects go way beyond schedule, budget, and cost control. Notice I said "talents" as opposed to skills or knowledge. As Marcus Buckingham points out in his excellent book, First Break All the Rules, there is a huge difference between skills, knowledge, and talent. The first two can be taught. The last one--talent--is innate, and cannot be taught.

This becomes clear when you apply Buckingham's definition of talent as "ANY recurring patterns of behavior that can be productively applied." Everyone has talent. It's just a matter of discovering it and matching them to the right role. The key point is that a person's nature cannot change that much, so it's important to select someone with the right talents (i.e. innate traits). Once that's done, you need to set clear expectations, motivate the person (through praise and recognition of their strengths), and ultimately develop the person (building on the strengths that already exist instead of fruitlessly trying to fix weaknesses).

So what does this mean to the project management field? Everything. It means we need to begin thinking about these innate talents when we hire and assign project managers, when we staff the project, and when we consider how to motivate the team. The talents needed for each role will be different. And, based on the nature of the project and the stakeholders involved, the talent required to manage each project may be different. There is no "one size fits all" when it comes to talent selection.

It's not that skills and knowledge aren't important, but these two items without the correct talents will not bring about success.

What I like about Buckingham's book is that it's based on facts---years of research with the Gallup organization. Anyone who selects and manages people should read this book. And when you do, think about the diverse talents needed for each person on your team, and for the project manager role for each individual project.

Is the Role of the Project Manager in Jeopardy? - An Editorial

A few weeks ago, I posted a blog about the new Program Management credential from PMI. In it, I referenced PMI's definition of a program manager vs. project manager in their FAQ page.

A project manager, according to PMI, has the following responsibilities (I've put some of the key points that jumped out at me in bold):

• Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project
• Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget and resources
• Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined project requirements and deliverables.

A program manager, according to PMI, has the following responsibilities (again, I've bolded the key points):

Under minimal supervision, program managers are responsible and accountable for the coordinated management of multiple related projects directed toward strategic business and other organizational objectives. These programs contain complex activities that may span functions, organizations, geographic regions, and cultures. Program managers build credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external to the organization.

Clearly, a program manager must be closely tied to the strategic goals and benefits, monitor the program accordingly, and have a strong connection to senior management. And I also feel that the new credential seems on the surface to set the bar appropriately high.

But I can't help but feel that, in contrast, the PMP credential is losing steam. First, there are myriad organizations virtually guaranteeing an "instant-PMP" after a crash course and some tweaking of one's background experience (although PMI is now doing audits of work experience).

Second, a project manager must, in many cases, go beyond the PMP/tactical focus and possess the same traits and skills that PMI has designated as requirements of a program manager, especially in the case of an enterprise and/or global project, such as a business transformation effort. I realize PMI's role definitions are a way to differentiate and justify the new certification and I suppose one could organize their effort into a "program" to qualify for that certtification, but in these changing times (and with greater challenges for project managers), I think PMI needs to evaluate and revamp the PMP certification as well.

When I do presentations on principle-based leadership training, I have a slide where I present what I call "The PM Challenge." I present it as a boxing match. In one corner, we have a project manager, armed with MS/Project and the PMBOK, but lacking:

• Business Acumen
• Leadership Skills
• Conflict Management Skills
• Negotiation Skills
• Presentation Skills
• Communication Skills
• Strategic Intuition

In the other corner, we have the "challenger," represented by "the project," with the following characteristics:

• Global, virtual team
• Complex technology
• Complex change
• Multiple vendors
• Offshore resources
• Conflicting Stakeholders
• Scrutinizing Executives

Such a project manager, without the appropriate leadership and soft skills, doesn't stand a chance. Wouldn't a person with the skills PMI describes as a "program manager" be more apt to have success?

In the latest PM Network magazine from PMI, there are not one, but TWO articles that illustrate this point. One is titled "Project Management 2.0: Project Management is at a Crossroads," by Peter Fretty. The other is titled "No Limits," by Marcia Jedd, and talks about what project managers must do to crash through the glass ceiling and elevate it from the tactical trenches.

Perhaps a start would be to take a new view of project management beyond just "executing to a set of requirements to deliver on-time and on-budget." The current tactical focus might explain the consistent failure rates of projects. One problem is that PMI has traditionally "followed common good practices in the field," which of course is what a standard is supposed to do. The problem is that common practices have brought common results, which aren't all that good. Time for an upheaval. Perhaps they need a section, apart from the "standard" itself, for "new frontiers in project management," which could outline those who are breaking the mold with good results.

I'd be interested in others' thoughts on this topic. Who knows---It just might help drive requirements for the next version of the PMBOK and/or PMP credential.

Move Over PMP: PMI Announces Program Manager Credential

As reported in PM Forum, PMI has announced their new Program Manager credential, which looks to be like a PMP on steroids.

Earning the new credential will be like passing the seven trials of Hercules, with education reviews by PMI staff, reviews of experience by a panel of program managers, a multiple-choice scenario-based exam, and an assessment by a team of raters selected by the candidate to rate them during on-the-job program management performance.

Any guesses as to what the new credential will be called? How about PME (Program Manager Extraordinaire) or KOAPM (King of All Program Managers - oops, that wouldn't work for female program managers). Maybe SPM (Supreme Program Manager)? Hey, we get enough jokes about the PMP acronym, why don't they continue the trend and use PMS (Program Management Specialist)?

I better quit while I'm behind.

In all seriousness, it's good that the credential will require such a rigorous application process. With so many organizations virtually guaranteeing "instant PMPs," this one should have quite a bit of prestige.

While the PMP certification assures a solid foundation of project management knowledge, this one should give organizations the confidence that the certified program manager is indeed worthy of managing large programs (although nothing is foolproof).

Here's the full article on PM Forum, where they list PMI's stated qualifications for certified program managers. One might argue that a senior project manager should have the same qualifications (although PMI's FAQ page attempts to distinguish the project manager role from that of the program manager).

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: PMI INTRODUCES PROGRAM MANAGER CREDENTIAL

Test Your Project Management Savvy

Riddle Me This, Project Managers!!

For those who like puzzles, they're running a program on AllPM this month based on Napoleon on Project Management by yours truly. Each week or so (through June and into July), I've been asked to pose some challenging scenarios to be discussed on the AllPM forum.

After each puzzler runs for a week or so, I then respond with what Napoleon might have done (at least, as far as I know, since he's unavailable for comment).

Check out puzzler#1 for an example (it generated some good discussion in the forum). Then take a shot at discussing your thoughts on puzzler #2.

Best of all, the folks at AllPM are having some fun with this and will be offering some free French wine to at least one "winner," to be announced on Bastille Day, July 14th. Join the fun! Here's the link...

ALLPM Project Management :: Project Manager - Project Management - Information - Forum Manager- PM Tools - Articles -PMI

The Making of a PMI Standard; Behind the Scenes

For those who wondered what goes on behind the scenes of creating a PMI global standard, there's a nice writeup in the latest PMI Community Post, which gets sent to all certified PMPs.

In the article, titled Evolution of a PMI Global Standard, PMI reveals the standards creation process, from the project approval and charter through the team selection, standard development, and exposure draft process.

Having served on the leadership team for PMI's new Standard for Program Management and Standard for Portfolio Management, I can say that volunteering on a standards creation project is very rewarding.

It's an opportunity to work with the best in the business and get involved in a large virtual project with people from all over the world. I definitely recommend the experience. Plus you get to earn PDUs if you're a certified PMP.

For those interested in volunteering, here's PMI's Volunteer Opportunity website, which has a link to the Opportunity Page. Tell ' em PMThink sent you.

Project Management Institute: NA Congress ...

PMI NA Congress this fall with Microsoft as hosting sponsor. ...

... "Project Management Institute (PMI) will hold its North America congress in Seattle, Washington, USA, 21-24 October 2006. PMI Global Congress 2006-North America is the major project management educational and networking event of the year. " ...

Project Management Institute North American Congress to be Held 21-24 October in Seattle, Washington: Via Yahoo! Finance

Project Manager Development: Negotiation Skills to Build Bridges ...

Upcoming PMI training event focuses on building bridges through the art of negotiation ...

... "April 20-21: The Northeast Wisconsin Chapter of the Project Management Institute will hold its second annual professional development days at Liberty Hall, 800 Eisenhower Drive, Kimberly. The first day will include two tracks of short project management programs for anyone interested in the field. The second day will feature a full-day seminar from Dr. Becky Stewart-Gross on Mutual Gain Negotiations. " ...

Project Manager Development: Negotiation Skills to Build Bridges: Via Appleton Post-Crescent: Business planner ...

Building Bridges: "Dr. Becky Stewart-Gross founded Building Bridges: Your Bridge to Better Communication in 1987 ... "

PMOs; Where's the Value?

A contributor to eProject's eLounge mentioned this excellent article from Chief Project Officer. It's written by Tom Westcott, founder of Project Solutions Group. Several years ago, I saw him speak on scheduling techniques at the PMI Delaware Valley Chapter's Annual Workshop, and was very impressed with his dynamic style and pragmatic approach.

In the article, Westcott talks about how PMOs must demonstrate value if they are to survive, and offers some good tips on how to do just that. Specifically, he says they must create strategic alignment, deliver real value, and communicate frequently.

Here's an excerpt on what he has to say about delivering value:

PMOs must deliver value to survive. Value is not templates, tools, methodology, processes, training; these are means to driving value. Value is gaining efficiencies, achieving cost savings, increasing customer satisfaction, reducing time-to-market, increasing revenue and profit, reducing deficits, or increasing competitive advantage. Too many PMOs wrap their whole mission and existence around the services they provide instead of their impact on the business. Executives buy value.

Too many PMO directors are former project managers who see their role as project management evangelists. This
leads to a myopic view, and often they are ill-prepared or unable to work strategically with executive management. PMO directors need to speak and think in business terms, financial and organizational. Nix the "project-management speak." How does this project benefit the organization and support our strategy? And how can we get it done as quickly and inexpensively as possible? That's what they care about.

For the full article, read on...

Chief Project Officer: PMO or Bust?

Project Management Checklists; Expand Your Toolbox

AllPM is one of the more content-rich project management sites. And best of all, the tools are all free.

One of the many useful areas on their site is their checklists section. I particularly liked the Consultants Methodology checklist, which I think is valuable for any project manager.

It's concise, simple, and correctly focuses on the up-front goals and solutions analysis, before getting into the actual exectution of the project. It's a 60,000 foot view, which is just what's needed before getting into the fine details.

Check it out...

ALLPM Project Management :: Project Manager - Project Management - Information - Forum Manager- PM Tools - Articles -PMI

PMI to Introduce Program Manager Credential in 2006

As reported in PMForum last week, Iain Fraser, PMI's Chair, discussed PMI's key initiatives for 2006 at their Asia Pacific Global Congress.

Most importantly, he announced that PMI will be introducing a new certification for program management to go along with the current PMP and CAPM certifications.

The new standards for program and portfolio management will be released at PMI's European Global Congress in Madrid in May.

For more about Iain Fraser's comments, read on...

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: PMI CHAIR IAIN FRASER ANNOUNCES PRIORITIES FOR 2006

Free PMP Exam Video Lecture Series from TSI

As reported in PMForum, TSI (True Solutions, Inc.) is now offering a series of 47 videos as part of a "PMP® Lunchtime Lecture Series." It's completely free, and is geared toward those studying for their PMP or CAPM exams, or those already certified that are looking for tips or refreshers. Even the companion documents are free.

For anyone studying for their PMP exam, it's bound to be an excellent resource.

PMI PMP Training, Exam prep courses

For Project Management State of the Art, Attend the PMI Research Conference 2006

At PMThink, we're committed to researching the latest methods in project management, portfolio management, and governance.

Whether it's Agile Scrum methods, more focus on conceptual phases, or the latest innovations in organizational leadership, we're always looking for new and better ways to manage projects.

One good way to find out the latest and greatest in the field is to attend the PMI Research Conference 2006, which will be held at the Centre Mont-Royal in Montreal on 16-19 July 2006. Between the speakers and the attendees, it should be quite informative. Registration begins March 1st.

Here's the info...

Research Conference 2006

Project Management Exam Prep ...

Upcoming PMP exam prep course ...

March 16-18: The Northeast Wisconsin Chapter of the Project Management Institute will conduct a three-day project management professional exam preparation course from 8 a.m. to 5 p.m. at Liberty Hall, 800 Eisenhower Drive, Kimberly. The course is designed to tutor attendees through the PMI Project Management knowledge areas and code of professional conduct with the focus of helping students prepare to pass the PMP exam.

Project Management Exam Prep: Via Appleton Post-Crescent: Business planner ...

PMI Highlights Project Management Case Studies

In an effort to provide more value to project managers, PMI now includes project management case studies on their web site. Check it out...

PMI News Room - Case Studies

PMI Code of Professional Conduct Available for Review

As reported in PM Forum, PMI has made their new PMI Code of Professional Conduct available for review.

Also, you have until Monday, January 30th to review the exposure draft of PMI's Practice Standard for Work Breakdown Structures.

See below for both of these documents...

PMI Online Exposure Draft(Welcome Page)

PMP Exam Prep Course ...

PMP Exam Prep Course upcoming ...

... "March 16-18: The Northeast Wisconsin Chapter of the Project Management Institute will conduct a three day Project Management Professional exam preparation course from 8 a.m. to 5 p.m. at Liberty Hall, 800 Eisenhower Drive, Kimberly. The course is designed to tutor attendees through the PMI Project Management knowledge areas and Code of Professional Conduct with the focus of helping students prepare to pass the PMP Exam. " ...

PMP Exam Prep Course: Via Appleton Post-Crescent - Business planner

Project Management Conference Asia: PMI Global Congress 2006 - Asia Pacific Upcoming ...

PMI's Asia Global Congress is upcoming ...

... "PMI Global Congress 2006 - Asia Pacific: 27 February-1 March 2006, Shangri-la Hotel, Bangkok, Thailand: Registration. " ...

Via PMI: PMI Global Congress 2006 - Asia Pacific

Scheduling is Dead, Bring on Chaos; So Says A Foremost Scheduling Expert

Project scheduling has no future whatsoever, and this comes from no less than Murray Woolf, the Managing Director of the PMI College of Scheduling's Scheduling Excellence Initiative (SEI).

This article, posted at PMForum is one of the better ones I've seen in a while (possibly because it's aligned with my philosophies). The premise is that, in today's day and age, the industry is headed toward more of a "give the people objectives and let 'em work it out" philosophy, which is completely opposed to the old "build a detailed schedule and make 'em follow it" mentality.

This is completely aligned with a value system that I've long subscribed to (and had posted on here at PMThink), and that is: To foster passion and accountability, we need to provide:

- Autonomy and Trust
- General Guidance and Principles
- Support and Removal of Barriers

This, of course, must be supported by having clear objectives.

Through all this, we also need to send a message that results are more important than blindly following rules. This doesn't mean that we needn't have processes, as people need a system in order to achieve consistent results; merely that we should give project managers the freedom to bypass certain processes if it's necessary to achieve good results. "Good" is the operative word here. Just meeting a date is not "results."

I believe that Mr. Woolf's article endorses my approach, and acknowledges that the following is where the future of project management is:

More organized chaos than it is controlled components.
More project facilitation than it is project scheduling.

This doesn't mean that planning isn't important either; merely that the act of planning shouldn't be confused with rigidly following the plan/schedule. As Dwight D. Eisenhower said, "Plans are nothing; Planning is everything."

As it is, and as Mr. Woolf rightly points out, project managers and "schedulers" are so bogged down in details and administrivia that they become more project reporters than managers. We need to observe where the future is headed and free project managers from the burdens of such fruitless details.

Instead, their efforts should be spent on adequate preliminary research, communication, facilitation, risk awareness, and other traits necessary to effectively manage a project.

For the full article, which I highly suggest reading, see Mr. Woolf's paper below...

PMFORUM, Connecting the World of Project Management - Papers

Project Manager Certification: PM3 Level

Alcatel advocates PM3 level and beyond for project manager certification for complex project engagements. Alcatel plans to sustain project management training and to certify 30 project directors per year and 200 project managers. The company is committed to develop project management as a core competency. ...

... "During an official award ceremony at Alcatel's headquarters in Paris recently, the 2005 certified top project directors of Alcatel have been welcomed by the board of directors. Two years ago, Alcatel launched an innovative accreditation program for its project managers. This program, which includes the Project Management Institute (PMI) certification, enables the project managers of the Group to continuously improve their skills in complex project management. At the end of the program, the candidate receives Alcatel's accreditation.

Beyond the PMI certification, Alcatel proposes the PM3 and PM4 levels. Four levels of competence along a career path are clearly defined: project leader (PM1), project manager (PM2 or PMI equivalent), project director (PM3) and executive project directors (PM4). The PM3 accreditation allows Alcatel to identify a key competence and to ensure that all the project directors within the Group have the same language and share the same strategy. In front of the customer, the business skills of the project managers are today a key criteria in the selection process of a vendor. The PM3 accreditation permits the customer to assess the competences of the project director, which will be its interface in a complex project. " ...

Project Manager Certification: PM3 Level: Via Alcatel: Alcatel launches an accreditation program for its employees awarding the management of complex projects ...

Project Failure Rates Soar; Blame the Estimates

How many times have you heard these statements from management?

"I didn't call this meeting to discuss whether we can meet the deadline. We're here to decide how we're going to meet it."

"What we've got to do now is to roll up our sleeves and do whatever it takes to get the job done!"

"I agree with you in principle, but this project is so urgent that we just don't have the luxury of doing it right."

These statements are all referenced in an excellent article by Conrad Weisert, titled "The Burden of Proof in Estimating." He attributes it to the fictional "Management By Cliche Handbook," but the statements and the poor results they usually lead to are anything but fiction.

With project failure rates not much better than they were five years ago, this article validates what I've been saying for a while: Most projects that run over budget do so because the original unrealistic estimate was provided under pressure from management.

It's critical that a project manager defend the right plan and negotiate tradeoffs in scope, time, or cost accordingly. Perhaps the best approach, and most consistently effective one, is to timebox the scope, aiming for realistic, phased deliverables.

It's also important when submitting a budget estimate, that the correct level of accuracy is stated (i.e. plus/minus 25%, or whatever is appropriate). PMI offers some guidelines, but those are just that---guidelines. A detailed bottom-up baseline estimate should only be provided after a detailed schedule is developed.

The bottom line is this. Weisert has a very simple principle: "In assessing the credibility of a project estimate the burden of proof falls on those who claim it can be done." This is sage advise. For the full article, read on...

Burden of Proof in Project Estimating