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I am avaliable for training people on Project Management with the express outcome of passing the PMP. Please contact me if you are interested:

dritter_2001@yahoo.com

Linkedin Profile

Check out mu  Linkdin Profile at www.linkedin.com/in/dritter55! I’d love to hear your comments on what services you would like provided.

 

Donna

Ways to remain calm during the PMP test

Make sure you have studied a lot. The test is a 4 hour multiple choice test that is randomly selected from PMI’s test base. Bring energy bars and water. They won’t let you take anything in, but will give you a locker to store your stuff. Take a break at least once an hour to stretch your legs, take a snack and break. This clears your head.

When you first get in the testing center, they give you paper and pencil. The first part of the test is a tutorial on how to take the test. Take this time to do a brain dump of all the formulas, knowlege areas and procces groups. The questions are very situational, so you can usually emliminate 2 answers quickly. If you are not sure, mark the question (it lets you do that to come back to it) and go on. Also, somethims questions further on into the test will help answer an earler question. Aim for 30 minutes for looking at the questions you didn’t feel sure about and to review your exam. THen as soo as you push the confirtm question, it will take a few minutes to grade (a long few minutes) but it will help a lot. I wasn’t sure I passed – but I made a 98%! Keep you PMP certifcation eu to date and you’ll never have to take the test again. When I took it, the rule was you had to get 60  PDUs in 3 years. You can get some from training or some from running projects, reading a new PM theory book and other things. Look on PMP.ORG to find out the requirements to keep your PMP certication. And get a good nights rest and calm yourself. No one knows what you make and I think they give you 2 or 3 times to pass.

 

Have a great day!

Donna

The Nature of Project Management

Why do many talented developers and IT professionals consider project management to be an obstacle, rather than an enabler? Why do clients often resist project oversight or try to minimize it? Does project management really allow projects to reach completion more quickly, or are speed and project discipline mutually exclusive?

We’ve explored the balance of speed and delivery and the nature of innovative projects in recent articles. Let’s tie these themes together and review techniques that help keep project management relevant to even the most unique and innovative programs.

Project bureaucrats

When I teach project management, I often draw a distinction between project managers and project bureaucrats. We’ve all had encounters with project managers who turned into bureaucrats. Project bureaucrats are more interested in ensuring that every step of the methodology is applied and every line of every form is filled in than in what’s actually happening on the ground. On the other hand, it’s common to meet project managers who apply minimal project methodology, yet, through their expert use of relationships and personal interactions, always seem to know exactly where the project stands.

In my experience, it’s the project bureaucrats who often leave a bitter taste with both the delivery team and the client. These project managers turned bureaucrats have forgotten one of the key rules of project management: don’t mistake the map for the journey. All the plans, charts, and milestones mean nothing if they aren’t consistent with the reality on the ground. And there’s the rub; especially in innovative projects, the plans and estimates are often based on a fallacy — there’s the idea that we can predict the progress of something that’s never been done before.

Project spec compliance = success? Not always

In his outstanding book Agile Project Management, Jim Highsmith offers two examples that emphasize the point. The movie Titanic, from a project management perspective, was a huge failure — over budget, over schedule, and plagued by unforeseen risks that threatened to derail the project at every turn. Motorola’s Iridium project, which spent billions of dollars launching satellites into orbit in order to make telephone service available worldwide, was a great project management success. Yet the market is the ultimate judge, and the project management compliance of Motorola’s venture didn’t save the project from failure, nor did the project management disaster (no pun intended) of Titanic’s production taint the film’s appeal to the public.

The lesson that project managers should learn from these examples is that compliance with project specifications does not constitute project success; in the ultimate analysis, only business results matter. Stated another way, the largest risk in any project is not that it will deviate from plan; it’s the risk that the final outcome won’t fulfill the real need. Predictive methodologies, such as the techniques championed by the Project Management Institute in its PM Body of Knowledge, can add tremendous value, especially for projects for which we have a historical basis to look to for precedent. For truly innovative projects, in which any prediction is little more than guesswork and for which we’ll be inventing never-before-seen products, we need to look for a new approach. Hence, the growing popularity of agile approaches.

Agile myths and truths

The central insight of agile methods is not that project overhead is a pain in the neck or that programmers like to be free; instead, it is the observable truth that, especially in innovative programs, customers can’t describe what they want until they see it, and prediction is inappropriate when there’s no way to visualize what the final result will be, let alone exactly how long it will take to build.

Unlike predictive methods, in which the planning, estimating, and risk assessment activities are all front-loaded and often are seen as a separate “planning” phase, agile approaches assume that the requirements will grow incrementally and iteratively as the project proceeds. This emphasis on “just enough” planning and requirements discovery is an acknowledgement of the fact that the key up-front activity in an agile approach is the creation of the first iteration of the product, so that the sponsor can see it and touch it, and discrepancies between the sponsor’s vision and the product created by the team can be modified to fulfill the current business need.

Agile project management is often misunderstood, as illustrated by the proliferation of articles about “agile myths.” Agile methods are not about “buying pizza and getting out of the way,” as these methods are often caricatured. Agile methods, from SCRUM to Highsmith’s APM Framework, are disciplined and structured approaches to product development, just as predictive methods are; these methods just address different types of problems.

Predictive and agile approaches have robust requirements discovery techniques, but agile methods acknowledge that requirements will evolve throughout the life of the project rather than up-front. Both approaches have stakeholder participation practices, but agile methods insist that stakeholders and sponsors are involved throughout the project in a collaborative, interactive manner. Predictive and agile both have mechanisms for integrating changing requirements into the plan, but the approaches use different techniques. Predictive techniques often apply restrictive change management procedures. Agile methods are specifically designed to encourage and implement beneficial change by providing an iterative, incremental approach to development focused on implementing, rather than controlling, positive change.

Innovative projects call for innovative methods, but that doesn’t imply, as many agile skeptics insist, that the benefits gained by applying structured project management techniques must be abandoned. Agile approaches are appropriate for creative, inventive projects because the methods integrate exploratory, collaborative techniques into the project process and acknowledge the mutating nature of exploratory IT projects into the PM methods we apply. Even PMI, in its newly published Body of Knowledge, recognizes the value of the iterative, incremental approaches advocated by agile proponents.

More to come

In subsequent columns, we’ll dig a bit deeper into the specifics of some of these techniques and explore ways that agile approaches can be combined with familiar, predictive techniques to apply exactly the right level of rigor to the project, no matter where it falls on the innovation spectrum.

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Rick Freedman is the author of three books on IT consulting, including “The IT Consultant”. Rick is a Director in the Global Services Division of NEC America, and a trainer and course developer in the Agile Project Management practice of ESI, the international PM training company.

2009 Results of the Top 10 obstacles to Project Success

• Scope Creep
• Challenging Schedule
• Resource Challenge
• Minimal or non-existent testing
• Tardy Delivery of Project Tasks
• Delegated Responsibility Unrelated to Authority
• Finance Challenge
• Invisible Requirements
• Skill set Challenged Team
• The Disappearing Sponsor

Happy Mother’s Day!!

Celebrating motherhood is a historical tradition dating back almost as far as mothers themselves. A number of ancient cultures paid tribute to mothers as goddesses, including the ancient Greeks, who celebrated Rhea, the mother of all gods. The ancient Romans also honored their mother goddess, Cybele, in a notoriously rowdy springtime celebration and the Celtic Pagans marked the coming of spring with a fertility celebration linking their goddess Brigid together with the first milk of the ewes.

 

During the 17th century, those living on the British isles initiated a religious celebration of motherhood, called Mothering Sunday, which was held on the forth Sunday during the Lenten season. This holiday featured the reunification of mothers and their children, separated when working class families had to send off their young children to be employed as house servants. On Mothering Sunday, the child servants were allowed to return home for the day to visit with their parents. The holiday’s popularity faded in the 19th century, only to be reincarnated during World War II when U.S. servicemen reintroduced the sentimental (and commercial) aspects of the celebration American counterpart.
In the aftermath of World War I, Washington D.C. resident Grace Darling Seibold formed an organization called Gold Star Mothers, to support the moms who had lost sons and daughters to the war. Grace’s son, First Lieutenant George Vaughn Seybold, was an aviator who had been killed in combat over France in 1918.

 

In 1928, the small D.C.-based group decided to nationalize its efforts. The Gold Star Mothers grew from a support group of 60 women to an extensive nation-wide network with tens of thousands of members and hundreds of local chapters. Today, any American woman who has lost a child in the line of duty can join the Gold Star Mothers.

 

The organization’s primary role then and now is to provide emotional support to bereaved mothers. Members also actively volunteer with the veteran community and act as patriotic supporters of the United States military.

 

In 1936, a Joint Congressional resolution established the last Sunday in September as Gold Star Mother’s Day, a holiday that has been observed ever since by Presidential proclamation.

 

Early in President George W. Bush’s tenure as president, he renewed that proclamation, declaring on September 28, 2001:

“Today, the nation’s Gold Star Mothers still stand as symbols of purpose, perseverance, and grace in the face of personal tragedy. Each year, the Nation remembers their sacrifice by honoring the Gold Star Mothers for their steadfast commitment to the legacy of their fallen children and their devotion to the United States of America.”

The name the Gold Star Mothers was derived from the custom of military families to hang a service flag in their front window. The flag featured a star for each member of the family serving in the military; living members were denoted in blue, while gold stars honored family members killed in the line of duty.

 

 

                                                                        Happy Mother’s Day to all Moms – You are Awesome!

Do you know what it means to miss New Orleans?

you’ve never heard of a dry county. you don’t know what a county is. when you hear gambling is illegal in some other states and are surprised. you know the 12 Yats of Christmas by heart. you know what Schwegman’s is. when you know what “LAGNIAPPE” and “LAISSEZ LE BON TEMPS ROULER” mean. when you go away for college, and when you tell people where you’re from they automatically know you can drink more than everyone at the school put together u tried “cajun” food somewhere else and u thought it tasted like shit You reinforce your attic to store Mardi Gras beads. Your sunglasses fog up when you step outside. When you give directions you use “lakeside and riverside” not north & south. Your ancestors are buried above the ground. You get on a green streetcar to go to the park and a red one to the French Quarter. You take a bite of five-alarm chili and reach for the Tabasco. You don’t learn until high school that Mardi Gras is not a national holiday. You push little old ladies out of the way to catch Mardi Gras beads. Little old ladies push YOU out of the way to catch Mardi Gras beads. You leave a parade with footprints on your hands. You believe that purple, green, and gold look good together. Your last name isn’t pronounced the way it’s spelled. you get aggrevated when 1. people think mardi gras takes place in the french quarter and 2. that people think that no matter what time of the year it is if they go to the french quarter they will get a boob shot! when you get pissed at people who pronounce it nawlins, norlens, or new or leans. You know what a nutria is but you still pick it to represent your baseball team. No matter where else you go in the world, you are always disappointed in the food. Your town is low on the education chart, high on the obesity chart and you don’t care because you’re No. 1 on the party chart. Your house payment is less than your utility bill. You don’t show your “pretties” during Mardi Gras. You know that Tchoupitoulas is a street and not a disease. Your grandparents are called “Maw-Maw” and “Paw-Paw.” Your Santa Claus rides an alligator and your favorite Saint is a football player. You cringe every time you hear an actor with a Southern or Cajun accent in a “New Orleans-based” movie or TV show. You have to reset your clocks after every thunderstorm. You’re walking in the French Quarter with a plastic cup of beer. When it starts to rain, you cover your beer instead of your head. You eat dinner out and spend the entire meal talking about all the other good places you’ve eaten. You actually get these jokes and pass them on to other friends from Louisiana. you know what is meant by ‘K&B purple You know what it means for food to come ‘dressed’… you ‘ax’ for things… you see a van taxi with spinners you know your from new orleans if you recognize at least one person in a parade You save newspapers, not for recycling but for tablecloths at crawfishboils when you travel abroad you always remember to pack 2 things: bottle of tabasco and a salt shaker of tony’s in your purse Drive-thru daquiris — it’s not drinking and driving until you put the straw in. You drive east to get to the West Bank. You stand on the neutral ground at parades and have no idea what a ‘median’ is. You get annoyed when you wear a Perlis shirt and people ask you if you work at Red Lobster. You know how to pronounce Mignon Faget. pulling a baby out of a cake is completely normal. you know McKenzie is both a football player and a landmark you made one bad turn and you end up on the twin span at least once. you know what the twin span is. you shop at Lakeside. you listen to people represent their ward on Q93. you know that the Riverwalk is for tourists. sock hops were cool in middle school (and not the 70s) AND you think its stupid when people ask you if you actually took your socks off. someone asks you for starbucks and you give them CCs or PJs you have waited in the ridiculously long line for Camellia Grill during lunch at least once. The only Bush you respect is a Black man. You refuse to believe that there is such a thing as the “Utah Jazz”. There is a color called “Bur-GUN-dee”. The concept of a basement never crossed your mind. You get your car’s suspension repaired at least twice a year. You know at least two best places for sno-balls. You’ve seen roaches bigger than rats. You’ve seen rats bigger than cats. the roof of your house was at sea level, and your stuff was at the “bottom of the sea” WHEN YOU DONT REFER ”MARDI GRAS” AS THE CARNIVAL…WHO SAYS THAT??? If someone in a Lowe’s store offers you assistance and they don’t work there, you may live in Louisiana If you’ve worn shorts and a parka at the same time, you may live in Louisiana If you’ve had a lengthy telephone conversation with someone who dialed a wrong number, you may live in Louisiana. If “Vacation” means going to Dallas for the weekend, you may live in Louisiana. If you measure distance in hours, you may live in Louisiana . If you know several people who have hit a deer more than once, you may live in Louisiana. If you install security lights on your house and garage, but leave both unlocked, you may live in Louisiana. If you carry jumper cables in your car and your wife knows how to use them , you may live in Louisiana. If the speed limit on the highway is 55 mph — you’re going 80 and everybody is passing you, you may live in Louisiana You know that there is one “Original Lee’s Hamburgers” even though they all say they are the one. If there’s a major hurricane headed straight for you and all you’re worried about is that they changed the time of the LSU game.

Friends vs Southern Friends!

FRIENDS: Never ask for food.

SOUTHERN FRIENDS: Always bring the food.

FRIENDS: Will say ‘hello’.

SOUTHERN FRIENDS: Will give you a big hug and a kiss.

FRIENDS: Call your parents Mr. and Mrs.

SOUTHERN FRIENDS: Call your parents Mom and Dad

FRIENDS: Have never seen you cry.

SOUTHERN FRIENDS: Cry with you.

FRIENDS: Will eat at your dinner table and leave.

SOUTHERN FRIENDS: Will spend hours there, talking, laughing, and just being together.

FRIENDS: Know a few things about you.

SOUTHERN FRIENDS: Could write a book with direct quotes from you.

FRIENDS: Will leave you behind if that’s what the crowd is doing.

SOUTHERN FRIENDS: Will kick the whole crowds’ back-ends that left you.

FRIENDS: Would knock on your door.

SOUTHERN FRIENDS: Walk right in and say, ‘I’m home!’

FRIENDS: will visit you in jail

SOUTHERN FRIENDS: will spend the night in jail with you   

FRIENDS: will visit you in the hospital when you’re sick

SOUTHERN FRIENDS: will cut your grass and clean your house then come spend the night with you in the hospital and cook for you when you come home

FRIENDS: have you on speed dial

SOUTHERN FRIENDS: have your number memorized

FRIENDS: Are for a while.

SOUTHERN FRIENDS: Are for life.

FRIENDS: Might ignore this.

SOUTHERN FRIENDS: Will forward this to all their Southern Friends

Which one are you?

 

Have a Blessed Day!!

Never regret a day in your life

Good days give you Happiness

Bad days give you experience

Both are essential to life

Keep going…

Happiness keeps you strong

Sorrow makes you human

Failures make you humble

Success makes keeps you glowing

But only God keeps you going!

Have a great day! Your Son is shining!!

 

Scope Change Control

Who hasn’t been on a project where scope creep is an issue? One of my pet peeves is when people try to add functionality (or even a bug fix) and don’t realize they need to inform the Project Manager and all prior documentation has to be changed. An engineer may be able to code a fix very quickly, but if he does that has ramifications on documentation, schedule management and quality control (to name a few). When someone tries to pull this, I always draw the infamous triangle of scope, time/cost and resources. If one changes, the others will as well.

 

One way to formally control this is to implement a formal scope verification process where you require a change to be communicated to the stakeholders’ for formal acceptance of the completed project scope and associated deliverables. Verifying the project scope includes reviewing deliverables to ensure that each is completed satisfactorily. If the project is terminated early, the project scope verification process should establish and document the level and extent of completion.

 

Scope verification differs from quality control in that scope verification is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with meeting the quality requirements specified for the deliverables.

 

Quality control is generally performed before scope verification, but these two processes can be performed in parallel; and when a change occurs (that is accepted) all project team members need to re-examine their project documents and schedule. Any corrective changes go to the project manager and new plans and schedules are produced. Then a process of verifying the scope occurs. The following lists potential outputs from Scope verification:

 

·         Accepted Deliverables The Scope Verification process documents those completed deliverables that have been accepted. Those completed deliverables that have not been accepted are documented, along with the reasons for non-acceptance. Scope verification includes supporting documentation received from the customer or sponsor and acknowledging stakeholder acceptance of the project’s deliverables.

·         Requested Changes Requested changes may be generated from the Scope Verification process, and are processed for review and disposition through the Integrated Change Control process.

·         Recommended Corrective Actions

 

 

For a successful project, the Project Manager is in charge of scope control. Scope control is concerned with influencing the factors that create project scope changes and controlling the impact of those changes. Scope control assures all requested changes and recommended corrective actions are processed through the project Integrated Change Control process. Project scope control is also used to manage the actual changes when they occur and is integrated with the other control processes. Uncontrolled changes are often referred to as project scope creep. Change is inevitable, thereby mandating some type of change control process. The biggest thing to remember is to communicate to all team members and stake holders during this process. It is wise to institute a formal change control system.

 

A project scope change control system, documented in the project scope management plan, defines the procedures by which the project scope and product scope can be changed. The system includes the documentation, tracking systems, and approval levels necessary for authorizing changes. The scope change control system is integrated with any overall project management information system to control project scope. When the project is managed under a contract, the change control system also complies with all relevant contractual provisions.

 

Project performance measurements are used to assess the magnitude of variation. Important aspects of project scope control include determining the cause of variance relative to the scope baseline and deciding whether corrective action is required. Earned value management is very helpful here.

 

Approved change requests affecting the project scope can require modifications to the WBS and WBS dictionary, the project scope statement, and the project scope management plan. These approved change requests can cause updates to components of the project management plan.

 

A formal configuration management system provides procedures for the status of the deliverables, and assures that requested changes to the project scope and product scope are thoroughly considered and documented before being processed through the Integrated Change Control process.

 

 

Building a Work Breakdown Structure

 

Building a Work Breakdown Structure

The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project. The WBS subdivides the project work into smaller, more manageable pieces of work, with each descending level of the WBS representing an increasingly detailed definition of the project work. The planned work contained within the lowest-level WBS components, which are called work packages, can be scheduled, cost estimated, monitored, and controlled.

 

On projects I’ve worked on, the project team would go into a conference room and use post it notes for each piece of work until we reached something that was a week or less. NOTE: It’s easiest to bring a roll of paper to put the post it notes on so you can roll the whole thing up to input it into soft format.

 

The WBS represents the work specified in the current approved project scope statement. Components comprising the WBS assist the stakeholders in viewing the deliverables of the project.

 

Work Breakdown Structure Templates

 

Although each project is unique, a WBS from a previous project can often be used as a template for a new project, since some projects will resemble another prior project to some extent. For example, most projects within a given organization will have the same or similar project life cycles and, therefore, have the same or similar deliverables required from each phase. Many application areas or performing organizations have standard WBS templates.

 

The Project Management Institute Practice Standard for Work Breakdown Structures provides guidance for the generation, development, and application of work breakdown structures. This publication contains industry-specific examples of WBS templates that can be tailored to specific projects in a particular application area. A portion of a WBS example, with some branches of the WBS decomposed down through the work package level.

 

Decomposition

 

Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated. The level of detail for work packages will vary with the size and complexity of the project.

 

Decomposition may not be possible for a deliverable or subproject that will be accomplished far into the future. The project management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed. This technique is sometimes referred to as rolling wave planning.

 

Different deliverables can have different levels of decomposition. To arrive at a manageable work effort (i.e., a work package), the work for some deliverables needs to be decomposed only to the next level, while others need more levels of decomposition. As the work is decomposed to lower levels of detail, the ability to plan, manage, and control the work is enhanced. However, excessive decomposition can lead to non-productive management effort, inefficient use of resources, and decreased efficiency in performing the work. The project team needs to seek a balance between too little and too much in the level of WBS planning detail.

5

Decomposition of the total project work generally involves the following activities:

 

·         Identifying the deliverables and related work

·         Structuring and organizing the WBS

·         Decomposing the upper WBS levels into lower level detailed components

·         Developing and assigning identification codes to the WBS components

·         Verifying that the degree of decomposition of the work is necessary and sufficient.

 

This analysis requires a degree of expert judgment to identify all the work including project management deliverables and those deliverables required by contract. Structuring and organizing the deliverables and associated project work into a WBS that can meet the control and management requirements of the project management team is an analytical technique that may be done with the use of a WBS template. The resulting structure can take a number of forms, such as:

 

·         Using the major deliverables and subprojects as the first level of decomposition.

·         Using subprojects where the subprojects may be developed by organizations outside the project team. For example, in some application areas, the project WBS can be defined and developed in multiple parts, such as a project summary WBS with multiple subprojects within the WBS that can be contracted out. The seller then develops the supporting contract work breakdown structure as part of the contracted work.

·         Using the phases of the project life cycle as the first level of decomposition, with the project deliverables inserted at the second level.

·         Using different approaches within each branch of the WBS, where test and evaluation is a phase, the air vehicle is a product, and training is a supporting service.

 

Decomposition of the upper level WBS components requires subdividing the work for each of the deliverables or subprojects into its fundamental components, where the WBS components represent verifiable products, services, or results. Each component should be clearly and completely defined and assigned to a specific performing organizational unit that accepts responsibility for the WBS component’s completion. The components are defined in terms of how the work of the project will actually be executed and controlled. For example, the status reporting component of project management could include weekly status reports, while a product to be manufactured might include several individual physical components plus the final assembly.

 

Verifying the correctness of the decomposition requires determining that the lower-level WBS components are those that are necessary and sufficient for completion of the corresponding higher-level deliverables.

 

Outputs of Creating a WBS:

 

·         Project Scope Statement (Updates): If approved change requests result from the Create WBS process, then the project scope statement is updated to include those approved changes.

·         Work Breakdown Structure: The key document generated by the Create WBS process is the actual WBS. Each WBS component, including work package and control accounts within a WBS, is generally assigned a unique identifier from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information.

 

The WBS should not be confused with other kinds of breakdown structures used to present project information. Other structures used in some application areas or other Knowledge Areas include:

 

·         Organizational Breakdown Structure (OBS). Provides a hierarchically organized depiction of the project organization arranged so that the work packages can be related to the performing organizational units.

·         Bill of Materials (BOM). Presents a hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate a manufactured product.

·         Risk Breakdown Structure (RBS). A hierarchically organized depiction of the identified project risks arranged by risk category.

·         Resource Breakdown Structure (RBS). A hierarchically organized depiction of the resources by type to be used on the project.

 

The WBS Dictionary

 

The document generated by the Create WBS process that supports the WBS is called the WBS dictionary and is a companion document to the WBS. The detailed content of the components contained in a WBS, including work packages and control accounts, can be described in the WBS dictionary. For each WBS component, the WBS dictionary includes a code of account identifier, a statement of work, responsible organization, and a list of schedule milestones. Other information for a WBS component can include contract information, quality requirements, and technical references to facilitate performance of the work. Other information for a control account would be a charge number. Other information for a work package can include a list of associated schedule activities, resources required, and an estimate of cost. Each WBS component is cross-referenced, as appropriate, to other WBS components in the WBS dictionary.

 

The Scope Baseline

 

The approved detailed project scope statement and it’s associated

WBS and WBS dictionary are the scope baseline for the project. The next step is to estimate all of the work packages and create your baseline schedule.