PM Commentary by Stacy Goff, asapm President, IPMA VP.
In November, we traveled to Helsinki, Finland, to represent IPMA, International Project Management Association, to “wave our flag,” at the PMAF (Project Management Association Finland) national congress. Leveraging our presence, hosts Heikki Lonka, President, Jouko Vaskimo, Certification Chair, and Jyry Louhisto, General Manager, signed us up for meetings with their organizational and certification leadership teams, added two presentations, two panel sessions, and the most challenging one, a dinner meeting presentation that was to address six areas of interest to PMAF members.
Most dinner meeting participants are usually more interested in visiting with friends they have not seen for months or longer, rather than listening to some dignitary from afar, droning on about topics of little interest. But Jyry was adamant that it was important to “wave the IPMA flag,” so we accommodated him. PMAF expected around 250 people for this dinner meeting, and there was to be no projector, and no Powerpoint slides. Naked-mic speaking, as it were!
The topics to address were:
An interesting list of topics, and when asked how much time to take, Jyry said 15 minutes. A lot of ground to cover in a short time! To prepare, we used asapm co-founder Lew Ireland’s technique of posting the key thoughts on a series of note cards. Reviewing the notes afterwards, we realized that, while targeted for Project Management Association of Finland, most of the comments are accurate and useful for our other Member Associations in the IPMA Family—including asapm, IPMA-USA.
So you now have the benefit of a second helping of the starter course for the November 2012 PMAF dinner presentation (an excellent meal, by the way). (more…)
PM Commentary by Stacy Goff, asapm President, IPMA VP of Marketing
On July 4, 2011 we noted asapm’s ten-year anniversary. We reflected on our intentions, progress, and achievements in our first ten years—and then, looked ahead at the next ten years. This article focuses on our intentions; but we cannot help but mention our progress. Not only have we helped to advance the practice of project and program management (an ongoing goal), we have inspired others to follow our lead: They are now also promoting (their own interpretation of) most of our Five Foundations, and many of our innovations.
We founded asapm after having been among the key drivers of success of other professional organizations, including Project Management Institute (Institute in the rest of this article). Many of us remained members of that great organization, and still do to this day. But we felt it was time for change. And what are project managers, if not change agents?
The Need For Change
Factors in 2000-2001 contributing to the need for change were many, a handful of them became our rallying points; they were also ingredients for our business case analysis in deciding whether to found a new organization, or to continue working to improve existing ones.
asapm was founded by a group of long-time pm practitioners with a variety of backgrounds: Practicing project managers; Managers of project managers; pm consultants and trainers; educators and authors. Founders of chapters and officers of other organizations, the average pm industry experience of the founding group in 2001 was around 20 years, with some going back 35 years and more.
Most had earned the Institute’s certification (Lew Ireland wrote its first exam). And we realized that there was a lot more needed than an exam to accelerate needed organizational benefits from our discipline. Many of us worked internationally, so we had a grasp of the status of pm practice in many other nations of the World. Thus, a dedicated group set out to advance the practice of project and program management in America. (more…)
PM Commentary by Stacy Goff, asapm President.
Two weeks in Asia changes one’s perspective about many things. And when it is as eventful and enlightening as my last two weeks, it can be soaring and exhausting, at the same time. This article is about the first half of my trip, which was in a literally soaring country, Nepal.
The occasion was the Project Management Association of Nepal conference, where the IPMA Executive Board (ExBo) members held one of our meetings, and spoke at the conference. In part, we did this to support our Nepal Member Association, and to honor our IPMA Young Project Manager, Shailesh Nepal. Shailesh won this award at the 2010 IPMA World Congress, and it was a tough competition: All the three finalists were great! As an aside, the 2011 Young Project Manager award applications are due June 15. Have you submitted yours?
Each ExBo member who presented has a unique style. It is not difficult to tell us apart. I chose not to use the microphone, and Bill Young, President of AIPM, the Australia IPMA Member Association, was in the front row. As I started up with my “Stacy voice,” he was blown into the 4th row. Taking a hint, I turned down the volume a bit. No one fell asleep during my presentation.
The PMAN leadership team did a great job, pulling together this, their first major conference, in 6 months. Congratulations to Saroj, Suraj and Tika, of PMAN, Project Management Association of Nepal!
One of our asapm members, Meg, lives in Nepal with her husband; she is involved with the IPMA Awards program, and will be helping start it in Nepal and in the USA, as well as managing the production of some IPMA promotional materials for awards. It was a pleasure to meet Meg, after several months of emails, and a special pleasure to hear her speak at the conference. She did a great job of proclaiming the strengths of project management in non-technical terms. Her subject was a recent project, assisting Masters Candidates in planning, researching, reviewing and on-time completion of their Masters Theses. Meg is a treasure for Nepal! (more…)
PM Commentary by Stacy Goff, asapm President
We have noticed a significant recent increase in advertisements for “PM Certifications”, resulting in “Certified Project Managers”, that are really Certificates in a pm-related training. It would seem that some fail to understand the difference.
The increase in “certification” promotions makes sense, in part, because, the competition in the training industry is stiff. And as we frequently note, Billions of $USD spent in various project management-related training has led to little-to-no improvement in organizational project and program performance. Thus, organizations ranging from educational institutions to training companies are adding new certifications in project management. Or are they?
Most of these offerings are certificates, not certifications. And while I believe the offerers to be misguided, rather than intentionally misleading, these misstatements damage us all while they continue. Why? Because Executives funding these programs are expecting PM performance results they are not receiving.
An Early Certificate in PM
In 1985 my company (Goff Associates, Inc., the ProjectExperts®) instituted a PM Certificate for learning participants in organizations that engaged key portions of my curriculum. A few Aerospace companies, Insurance companies, and Government Agencies embraced this approach, because they valued some evidence of grasp of the key practices in project management. The curriculum included:
The Certificate program included a six-week post-course follow-up for each workshop, where Managers of the learners worked with their staff to assess their application of the workshop’s Learning Objectives. To earn the Certificate, participants were evaluated in two ways: (more…)
PM Commentary by Stacy Goff, asapm President
In many organizations today, competent and experienced Project Managers, Senior Project Managers and Program Managers (all referred to as PM or PMs in this article) have the responsibility and authority to deliver the organizational changes and benefits expected by Senior Managers, Executives, and internal and external customers. Those PMs are a credit to their organizations, those Managers and Executives are incredibly effective, and those organizations (Government and Enterprises) thrive as a result. We shall call this phenomenon Exhibit A.
The asapm Advanced PM certification program, based on IPMA’s* World-recognized offering, is perfect for those competent and performing practitioners. And our aPRO program, asapm Performance Rated Organization, is a perfect match for the Exhibit A organizations.
And then we have the other organizations, that we shall call Exhibit B. In the Exhibit B organizations, it is usually several layers of Managers, rather than the nominal Project Managers, who are directing Time, Cost, Scope and Talent, leaving the PM to be a mere controller; despite his or her best efforts. The result: Poor PM Performance, and Executive Managers who blame the practice of PM, rather than the misplaced authority.
Who Sets Time, Budget, Scope and Talent?
Some of those Exhibit B organizations depend more on team heroics than deft management; project managers are identified after timelines and budgets are set; scope is never quite “nailed down”, and promised talent never appears, while cherished talent disappears. Much to the chagrin of PMs, requests for some flexibility somewhere are met with the classic excuse “we just have to do more with less” which almost always results in delivering far less with less. (more…)
PM Commentary by Stacy Goff, asapm President
We have seen a wide range of opinions, analyses, and presentations that fail to clearly show the differences between the Project Management certifications in the USA, and around the World. Certifications from asapm and IPMA (International Project Management Association) are particularly misunderstood, because they address specific roles and competence-oriented factors that other PM certifications do not. The purpose of this post is to clear up misunderstandings about the asapm/IPMA PM Certifications, and to clarify how they differ from other PM certifications that are available.
Role of Certificant
When we speak of Role, we are discussing the primary Role of the certification candidate. Entry-level PM certifications use knowledge-based exams about project management, and do not depend on the PM’s Role. Advanced certifications engage professional assessors in interviews to assess performance competence in a targeted Role. Some people fill multiple roles; in that case, the Role is the one selected as the basis for certification. This is only important in the case of Advanced (higher-Rigor) certifications. (more…)