About Stacy Goff - IPMA-USAOriginal Plan Original Plan Revised Plan Original Plan Revised Plan...
Transcript of About Stacy Goff - IPMA-USAOriginal Plan Original Plan Revised Plan Original Plan Revised Plan...
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About Stacy GoffIPMA Level-D®, PMP®
President, ProjectExperts
Professional PM Consult-ant, Trainer since 1982
Produced PM Learning, Tools, Methodologies
Clients: Consultants, Government, Enterprises
Written Over 60 Articles, Papers, & Blog Postings
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About IPMA
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Presentation AbstractA rising tide of demand separates those who demonstrate end-to-end competence in projects and programs from those who cannot. This tide distinguishes those who show strong interpersonal skills, leadership skills, and savvy grasp of the workings of the permanent organization, from those who only know the technical aspects of pm. And increasingly, PM practitioners, stakeholders, and executives demand results, not just knowledge and processes, from their project organizations.
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1. Practitioner Differentiation
Are YOU a Certified PM?
How do YOU stand out from the crowd?
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Advanced PM Certifications95% of today’s PM Certifications are about Project Management, not as a PM.
Differentiate by moving up from exam-based Certifications
Example: IPMA’s Advanced Competence-based, 4-L-C PM Certification Suite
Advanced Certs: Broader, Deeper, Wider
The Tides Are Rising
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IPMA Advanced Certs DifferBroader Topic Range
Deeper Grasp: Competence,Proven Performance
Wider, Role-based: Not Generic
Professionally Assessed
Higher Rigor OffersDifferentiation
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1.01
PiProject IntegrationManagement
1.04
RiProject Risk Management
1.05
QProject Quality Management
1.10
SCProject Scope Management
1.11
TiProject Time Management
1.12
HuProject Hum-an Resources Management
1.13
CoProject Cost Management
1.14
PrProjectProcurement Management
1.18
CmProject Com-municationManagement
1.01
PsProject management success
1.02
IpInterested parties
1.03
RqProject re-quirements & objectives
1.04
RiRisk &opportunities
1.05
QQuality
1.06
PoProject organization
1.07
TTeamwork
1.08
PbProblem resolution
1.09
PsProject structures
1.10
SdScope &deliverables
1.11
TpTime & project phases
1.12
ReResources
1.13
CCost & finance
1.14
CnProcurement & contract
1.15
ChChanges
1.16
CrControl & reports
1.17
InInformation &documentation
1.18
CaCommunica-tion
1.19
SuProject startup
1.20
CsProject closeout
A Familiar Set of PMKnowledge Areas
3.01
PProject orientation
3.02
PgProgrammeorientation
3.03
PfPortfolio orientation
3.04
PpProject, prog-ram & port-folio implemen.
3.05
PoPermanent organization
3.06
BuBusiness
3.07
SaSystems, products & technology
3.08
PePersonnel management
3.09
HsHealth, secu-rity, safety, & environment
3.10
FiFinance
3.11
LeLegal
IPMA PM Competence Element Groups Contextual Competence Elements Technical Competence Elements Behavioral Competence Elements
2.01
LLeadership
2.02
MEngagement & motivation
2.03
ScSelf-control
2.04
AsAssertiveness
2.05
RRelaxation
2.06
OOpenness
2.07
CyCreativity
2.08
RoResults orientation
2.09
EEfficiency
2.10
CoConsultation
2.11
NeNegotiation
2.12
CcConflict &crisis
2.13
RlReliability
2.14
VaValues appreciation
2.15
EtEthics
The Periodic Table of ICB’s Project Management Competence Elements
ICB® IPMA CompetenceBaseline
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Competence Molecules
In Chemistry
In Chemistry and in Projects, we may combine Elements in Molecules. Rarely are they solitary.
In Projects
Solitary elements are often precious
= GoldAu = LeadershipL
Na Cl+ = Salt OTp + = EstimatingT +
Na Cl+ = BleachO+ T
LSd
+
= PlanningRe
+Ri + Q+ +C
+
Tp
+
= DiamondC
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The Competence DifferenceWhy you want more than Knowledge ...
You board a flight piloted by two“Air Academy” graduates who have never taken off or landed a plane.
Your defense lawyer just passed the exam, knows all the case law, but has never practiced before a jury.
Your heart surgeon memorized the manual, but has never used a scalpel.
Q: What is missing?
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PM Beyond Knowledge
PM Knowledge Is the Foundation
5 Performance
4 Competence
3 Attitudes
2 Skill
1 Knowledge
PM Performance Measures Results Competence Comes With ExperienceAttitudes & Behavioral Attributes SustainSkill Comes From Applied Knowledge
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Verified Through Certification
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Practitioner ImplicationsIt’s Your Choice: Synch or Swim
Knowledge Certs Are a Good Start
Seek Advanced PM Certifications
Develop a Portfolio of Successful Initiatives, Experience
Pursue Performance Competence
Alternative: Caught in a “Sneaker Wave”
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2. Stakeholders Demand Results
Tides Are Surging
Billions Spent On PM
Poor Business Results
Missing Ingredients:Org’l SupportSoft SkillsPM CompetenceTrue PM LearningFocus: Outcomes
Else: Frustration!
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Signs of ProgressPM Methodologies
Broadened Stake-holder Learning
IPMA Delta: BasedOn EU Excellence
Each Has Strengths;
Combination Rules!
Tools For the Tides
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Why Org’l Assessments HelpEngage Permanent Organization
Build Success Climate
Pinpoint Clear Responsibilities
Establish Measure-ment Mentality
Enlist ExecutivesIdentify SmartestImprovement Opps.
Mastering the Tides
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Earn Stakeholder SatisfactionWhy This is Important
Key Influencers For Success
Knowledge, Process, Power Experts
Your Ultimate Judges: Success/Failure
Why This is Possible Strongest Supporters; If Engaged
They Know They Are Stuck With It
They Know (Hope?) You’re Competent
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3. Executive ExpectationsExecutives Expect…
Timely Decision-making Information
Managing All Success Measures
All the Right Competences
Project and Business Success
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Insights On Decision-MakingTo improve Executive decision-making, PMs must provide the right information—the Leading factors—in time to act.
What factors do you provide, as a PM?
What do you receive, as an Executive?
Would you prefer to prevent, or recover?
How does this information affect PM success?
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Beyond the Triple Constraint1. Time 2. Cost
3. Quality5. Risk 6. Talent
4. Scope
The Project Vital Signs
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0%20%40%60%80%
100%120%140%160%
Time
Cost ($K)
Talent
Risk
Scope
Quality
Original Plan
Original Plan
0%20%40%60%80%
100%120%140%160%
Time
Cost ($K)
Talent
Risk
Scope
Quality
Revised Plan
Original Plan
0%20%40%60%80%
100%120%140%160%
Time
Cost ($K)
Talent
Risk
Scope
Quality
Revised PlanCurrent ProjectedOriginal Plan
Leading & Lagging Factors
1
1c
1b
1a
2
2a
2b
2c
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Executives Seek PM TalentQ: What Do Executives Prefer in PM?
Q: What Do Recruiters Look For in PM?
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Juried Research Reveals AllRecruiters & Executives Rank-ordered…
a. Exam-based Certb. Past Team Sizec. Educatione. Technical Expertisef. Cultural Fitg. Ability To Escalateh. Experience
i. Work Historyj. Attitudel. Written Skillsm. Verbal Skillsn. Ability to Communi-
cate at Multiple Levelso.Leadership
Q: What Were the Top Factors For the Recruiters? For the Executives?
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Executives Said …LeadershipAbility to Communicate at Multiple LevelsVerbal/Written Skills
Research FindingsAttitudes, Experience Also Top the ListExam Cert, Education Near Bottom of List
Q: Who Understands their PM Needs?
Q: What Does This Suggest For You?
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Background, ImplicationsResearch Published: IPMA Journal, #7 2010
PMI® Also Published: PM Journal, 02.2011
Researchers Joined asapm (IPMA-USA) Soon Afterward
What Are the Implications of This Research in the Raging Tide For PM Competence?
What Does This Suggest For Your Future?
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Summary: Taming Your TidesBeware the PM Knowledge-Only Riptide
Apply Insights From Our Three Tides
Seek Experience, Advanced Certifications
Look for Professional Assessment
Develop Your Talents, Especially Soft-Skills
Move from Inputs to Outcomes: K-S-A-C-P
Repeat
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Apply all the ICB Competences. This action does more than assure PM Success.
It assures Business Benefits, helping satisfy Stakeholder & Executive expectations.
Many PMs think PM Success means just managing the Triple Constraint. It’s not.
Manage the Leading Factors to optimize Time, Cost, and Quality, with less effort.
Isn’t that your primary objective?
The Result: More Than PM Success
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Stacy Goff is IPMA VP of Marketing & Events, asapm President, and ProjectExperts President
Comment via email: [email protected]
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Resources & AttributionsIPMA is International Project Management Association. See our Website: IPMA.ch
asapm, American Society for the Advancement of Project Management, is IPMA-USA. See our Website: asapm.org
Goff’s company’s website is www.ProjectExperts.com
PMP Certification as a Core Competence: Necessary But Not Sufficient, by Jo Ann Starkweather and Deborah H. Stevenson (PhDs at Northeastern State University). 02/2011 PM Journal, PMI
PM Critical Competency Index: IT Execs Prefer Soft Skills, by D. H. Stevenson and J. A. Starkweather. IPMA’s International Journal of Project Management, Issue 7, 2010
Trademarks: IPMA, ICB and IPMA Level-D are registered trademarks of the International Project Management Association. PMI and PMP are registered trademarks of Project Management Institute in the USA and other countries.