Pgmp Certification Overview

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A description of the PgMP credential that I gave to an advisory council at the University of British Columbia.

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Pgmp Certification Overview

  1. 1. PgMP® Certification Dave Davis, PMP AT&T Program Manager UBC Sauder School of Business
  2. 2. PgMP® <ul><li>Program Management Professional </li></ul><ul><li>New Certification that PMI started in 2007 </li></ul><ul><li>Will include following certification steps: </li></ul><ul><ul><li>Application for admission </li></ul></ul><ul><ul><li>Validated work experience </li></ul></ul><ul><ul><li>Passing Examination </li></ul></ul>April 2008 David L. Davis, PMP
  3. 3. My Credentials <ul><li>Active Member of PMI since 1995. Certified PMP in 1998 </li></ul><ul><ul><li>Chairman PMI eBusiness SIG </li></ul></ul><ul><ul><li>Charter Sponsor Western Lake Erie PMI </li></ul></ul><ul><ul><li>Participant in OPM3 definition </li></ul></ul><ul><ul><li>Approver for Global Congress Papers </li></ul></ul><ul><ul><li>Selected for PgMP® Pilot </li></ul></ul><ul><li>Professional speaking and publishing </li></ul><ul><ul><li>Presented 4 papers at Global Congress </li></ul></ul><ul><ul><li>Project World, etc. In US, Canada, Europe </li></ul></ul><ul><ul><li>Many PM articles: ITTOOLBOX, Gantt head, PMI Today </li></ul></ul><ul><li>Long history with L-T PMCOE </li></ul><ul><ul><li>2 Project of the Year </li></ul></ul><ul><ul><li>Organizational Excellence </li></ul></ul><ul><ul><li>Project Achievement </li></ul></ul><ul><li>Champion of implementing Project InVision IPMS into eSales & Service </li></ul><ul><ul><li>Currently Program Manager for GM eTool Implementation </li></ul></ul><ul><ul><li>Application administrator for tool </li></ul></ul>April 2008 David L. Davis, PMP
  4. 4. The Standard for Program Management <ul><li>Provide program managers the same wealth of information that is available to project managers in ‘‘PMBOK© Guide” </li></ul><ul><li>The processes documented within this standard are generally recognized good practices and the necessary steps to successfully manage a program, and includes practices and skills such as: </li></ul><ul><ul><li>Benefits management, stakeholder management, program governance, and how these three themes are indispensable to successful program management. </li></ul></ul><ul><ul><li>How program management can be used in organizational planning to ensure that all programs and projects are aligned with organizational objectives, efficiently coordinate work effort, and provide for the best use of resources within the pro- grams. </li></ul></ul>April 2008 David L. Davis, PMP
  5. 5. January 2009
  6. 6. Target Audience <ul><li>Senior executives </li></ul><ul><li>Portfolio managers </li></ul><ul><li>Program managers </li></ul><ul><li>Project managers and their team members </li></ul><ul><li>Members of a Project or Program Management Office </li></ul><ul><li>Coaches of program managers / project managers </li></ul><ul><li>Key stakeholders </li></ul><ul><li>Educators </li></ul><ul><li>Consultants </li></ul><ul><li>Trainers </li></ul><ul><li>Researchers </li></ul>David L. Davis, PMP The standard builds on work postulated in the Organizational Project Management Maturity Model ( OPM3 ®).
  7. 7. PMI Recommended Experience <ul><li>Do you have a Bachelor’s degree, the global equivalent or higher degree and four years of professional program management experience? If not, do you have a High School diploma, Associate’s degree or the global equivalent and seven years of professional program management experience? </li></ul><ul><li>Do you have at least four years project management work experience? </li></ul><ul><li>Do you manage multiple, related projects directed toward a strategic business objective? </li></ul><ul><li>Do the programs you manage contain complex activities that span functions, organizations, geographic regions and cultures? </li></ul><ul><li>Do you build credibility, establish rapport and maintain communication with stakeholders at multiple levels, including those external to the organization? </li></ul><ul><li>Are you responsible for defining and initiating projects, and assigning project managers to manage the cost, schedule and performance of component projects, while working to ensure the ultimate success and acceptance of the program? </li></ul>April 2008 David L. Davis, PMP
  8. 8. PMI Recommended Experience <ul><li>Do you maintain continuous alignment of program scope with strategic business objectives and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent? </li></ul><ul><li>Do you determine and coordinate the sharing of resources among your constituent projects to the overall benefit of the program? </li></ul><ul><li>Do you possess the knowledge and skills to be effective in the project, business and/or government environments and to make decisions that accomplish strategic objectives? </li></ul><ul><li>Do you have advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution? </li></ul><ul><li>Are you familiar with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and The Standard for Program Management – First Edition? </li></ul>David L. Davis, PMP
  9. 9. Eligibility Requirements <ul><li>Three competence evaluations: </li></ul><ul><li>Extensive application review. This includes a panel of program managers who will look at your work experience. PMI also may select any application for audit to verify any aspect of the application. </li></ul><ul><li>70% accuracy on a multiple-choice exam in which candidates will be called upon to demonstrate their ability to apply their knowledge to a variety of situational or scenario-based questions. </li></ul><ul><li>Multi-rater Assessment (similar to a 360 degree process) in which a team of raters that the candidate selects will evaluate the candidate’s competence to perform. </li></ul><ul><ul><li>applicant will provide 12 work-related contacts to participate in the MRA </li></ul></ul><ul><ul><li>PMI will send an e-mail containing a link to a web-based competence evaluation survey </li></ul></ul><ul><li>Specific eligibility - within the last 15 years </li></ul><ul><li>Bachelor's degree, the global equivalent or higher degree </li></ul><ul><ul><li>Four years (6,000 hours) of project management work experience, AND </li></ul></ul><ul><ul><li>Four years (6,000 hours) of program management work experience. </li></ul></ul><ul><li>High School diploma, Associate's degree or the global equivalent </li></ul><ul><ul><li>Four years (6,000 hours) of project management work experience, AND </li></ul></ul><ul><ul><li>Seven years (10,500 hours) of program management work experience. </li></ul></ul>April 2008 David L. Davis, PMP
  10. 10. Certification Steps April 2008 David L. Davis, PMP Certification Granted
  11. 11. What is a Program? <ul><li>A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work (e.g., ongoing operations) outside the scope of the discrete projects in a program. </li></ul>April 2008 David L. Davis, PMP
  12. 12. Track ALL Work in the Organization <ul><li>Relate to business case and incremental value </li></ul><ul><ul><li>Application development project </li></ul></ul><ul><ul><li>Marketing announcement project </li></ul></ul><ul><ul><li>Training project </li></ul></ul><ul><li>Also non-project work that impacts resources </li></ul><ul><ul><li>Remodel of office space </li></ul></ul><ul><ul><li>Six sigma projects </li></ul></ul><ul><li>Forecasting, scheduling, analysis </li></ul>April 2008 David L. Davis, PMP
  13. 13. Hierarchy <ul><li>Portfolio, Program. Project </li></ul>April 2008 David L. Davis, PMP
  14. 14. <ul><li>A program may link projects in various ways, including the following: </li></ul><ul><li>Multiple-phased deliverables of a contract with different business case elements </li></ul><ul><ul><li>Development work in a system </li></ul></ul><ul><ul><li>Migration of a work center to a new support process </li></ul></ul><ul><li>Interdependencies of tasks among the projects, such as meeting a new regulatory requirement for the organization or delivery of an enabling service </li></ul><ul><li>Resource constraints that may affect projects within the program </li></ul><ul><li>Risk mitigation activities that impact the direction or delivery of multiple projects </li></ul><ul><li>Organizational change that affects the work of projects and their relationships to other projects and work </li></ul><ul><li>Escalation point for issues, scope changes, quality, communications management, risks, or program interfaces/dependencies. </li></ul>How a Program Links Projects David L. Davis, PMP
  15. 15. Relationship David L. Davis, PMP
  16. 16. David L. Davis, PMP
  17. 17. David L. Davis, PMP Holistic Benefit Analysis
  18. 18. Governance <ul><li>Strong detail on program governance </li></ul><ul><ul><li>Control board </li></ul></ul><ul><ul><li>Phase gates </li></ul></ul><ul><li>Deliver the benefits </li></ul>April 2008 David L. Davis, PMP
  19. 19. Program Management Process Groups <ul><li>Defining the Program </li></ul><ul><li>Initiating the Program </li></ul><ul><li>Planning the Program </li></ul><ul><li>Executing the Program </li></ul><ul><li>Controlling the Program </li></ul><ul><li>Closing the Program </li></ul><ul><li>14% </li></ul><ul><li>12% </li></ul><ul><li>20% </li></ul><ul><li>25% </li></ul><ul><li>21% </li></ul><ul><li>8% </li></ul>David L. Davis, PMP Exam Covers <ul><li>Similar model to PMBOK© Guide: </li></ul><ul><li>Inputs -  Outputs </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Defined tasks in Domain </li></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>Skills </li></ul></ul>
  20. 20. Defining the Program David L. Davis, PMP
  21. 21. Initiating the Program David L. Davis, PMP
  22. 22. Planning the Program <ul><li>Similar to project knowledge areas </li></ul><ul><li>Focus on Interface Planning </li></ul>David L. Davis, PMP
  23. 23. Executing the Program David L. Davis, PMP
  24. 24. Controlling <ul><li>Integrated Change Control </li></ul><ul><li>Triple Constraint Control </li></ul><ul><li>Issue Management </li></ul>David L. Davis, PMP
  25. 25. Closing the Program David L. Davis, PMP
  26. 26. April 2008 David L. Davis, PMP
  27. 27. Editorial Pros <ul><li>Standard vocabulary </li></ul><ul><li>Focus on Governance </li></ul><ul><li>Looks at business benefits and tracking for multiple projects </li></ul><ul><li>Career pathing </li></ul><ul><ul><li>Defined position skills & knowledge </li></ul></ul><ul><ul><li>Credential from a standards </li></ul></ul><ul><li>Good foundation for implementation of Program Management Tools </li></ul>David L. Davis, PMP
  28. 28. Editorial Cons <ul><li>Weak on Program Analysis </li></ul><ul><ul><li>Earned Value </li></ul></ul><ul><ul><li>Stewardship reporting </li></ul></ul><ul><ul><li>Status / Change Impact </li></ul></ul><ul><li>Assumes greater level of planning / maturity than most organizations have </li></ul><ul><li>Weak at operationalizing a project output </li></ul><ul><li>Version 1.0 – will have many gaps that will close with time. </li></ul>David L. Davis, PMP
  29. 29. David L. Davis, PMP 513 826-6424 New address April 2008 David L. Davis, PMP We're All In This Together!

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