Rev. 10 092711

PMI Metrolina Chapter PDD

Program/Project/Risk/Scheduling

/Agile Management

CAPM® /PMP® (Project Mgmt)

& PgMP® (Program Mgmt)

& PMI- SP® (Schedule Mgmt)

& PMI-RMP® (Risk Mgmt) Tips

& PMI-ACP® Agile

Jeff Hodgkinson, CAPM®, PMP®, PgMP®, PMI-SP®, & PMI-RMP®

Senior Program Manager

Intel Corporation

Chandler, Arizona

480-554-5851/602.370.4840

jeffrey.g.hodgkinson@intel.com

Meet the Presenters Jeff Hodgkinson

Jeff Hodgkinson is one of 8 professionals globally to hold all 5 of PMI’s family of credentials. He is a 32 year veteran of Intel Corporation, where he continues on a progressive career as a program/project manager. He is also the Intel IT PMO PMI Credential Mentor supporting colleagues in pursuit of a new credential. Jeff received the 2010 PMI (Project Management Institute) Distinguished Contribution Award for his support of the Project Management profession from the Project Management Institute. Jeff was also the 2nd place finalist for the 2009 Kerzner International Project Manager of the Year AwardTM.

Presentation:

PMI Family of Credentials and the Value of Each

This presentation focuses on the five (5) of the PMI Family of Credentials (CAPM®, PMP®, PgMP®, SP®, and RMP®, along with the new PMI-ACP <Agile> certification). This is an overview of the credential requirements and benefits along with a brief training in each subject area. This presentation is intended to be informative and entertaining for all program/project manager experience levels. Questions in theses subject areas will be gladly answered as best as possible.

Benefits:

Attendees to the presentation should come away with a good understanding of the ‘value and benefits’ of these credentials, the requirements to obtain, and some helpful tips on each. If an attendee is considering obtaining one or more of ether credential, the information provided and opportunity to ask questions should weigh inclusion into their decision to do so.

JEFFREY G. HODGKINSON ©2011

P

R

E

S

E

N

T

E

R

B

I

O

Jeff Hodgkinson Jeff Hodgkinson is one of 8 people

globally to hold all 5 PMI credentials

32 year veteran of Intel Corporation

He is a program/project manager, the Intel

IT PMO PMI Credential Mentor, and IT

SME for Program and project management

Received the 2010 PMI Distinguished

Contribution Award for PgMP® support

Linkedin 53rd most connected, 3rd most

recommended, and ‘PgMP® Credentialed

Networking Group’ mgr (4300 members)

2011/2009 Kerzner Int’l PM AwardTM. 2nd

Place Finalist

Past volunteer of the PHX PMI Chapter

Co-author of published PM articles

I try to be a PM role model and positively influence others…

Program/Project/Risk Management & CAPM®/PMP® (Project), & PgMP®

(Program), & PMI-RMP®(Risk), & PMI-SP® (Scheduling) & PMI-ACP ®

(Agile) Tips

Presenter: Jeff Hodgkinson

Est. Time: 1.0 hours

Summary:

This presentation focuses on the six (6) PMI Family of Credentials (CAPM®, PMP®,

PgMP®, PMI-SP®, PMI-RMP®, and PMI-ACP®). This is an overview of the credential

requirements and benefits along with a brief training in each subject area. This

presentation is intended to be informative and entertaining for all program/project

manager experience levels. Questions in theses subject areas will be gladly answered

as best as possible.

Benefits:

Attendees to the presentation should come away with a good understanding of the

‘value and benefits’ of these credentials, the requirements to obtain, and some helpful

tips on each. If an attendee is considering obtaining one or more of ether credential, the

information provided and opportunity to ask questions should weigh inclusion into their

decision to do so.

Contact Info: Email jghmesa@gmail.com phxpmicredentials@yahoo.com

LinkedIn: www.LinkedIn.com/in/jeffhodgkinson

Before We Begin…

… to all you that attended today.

10/1/2011 5 PMI Phoenix Chapter <> Jeff Hodgkinson

10/1/2011 6 PMI Phoenix Chapter <> Jeff Hodgkinson

Multi-Credentialed People (have all five PMI credentials)

Belinda Fremouw is an educator and business professional with over two decades of project management and senior leadership experience.

Owner of and trainer with www.PassionatePM.com a training company located in Phoenix, Arizona.

Gary Hamilton is a Sr. Change Manager, within HR with Bank of America’s Learning and Leadership Development organization. Gary lives in Bristol,

Tennessee, USA and works out of Charlotte, North Carolina. Gary is the VP of Professional Development for the PMI East Tennessee chapter.

Jeff Hodgkinson is a 32 year veteran of Intel Corporation. He is a member of the Phoenix PMI Chapter. Jeff received the 2010 PMI

Distinguished Contribution Award from PMI. He lives in Mesa, Arizona. Jeff is the 56trh most connected and 3rd recommended person on LinkedIn.

Mohamed Khalifa is recognized as one of the best PM consultants in the UAE region and a world class trainer. He has actively managed projects in Kuwait, Saudi Arabia,

Jordan, Sudan, Egypt and UAE with a value of US $2 Billion.

Fabio Pitorri has 15 years of experience in project, program and portfolio management. He had involvement in various

industries (health, telecom, construction and contact center). He currently works as a PM consultant for defense and aerospace. He is located in Sao Paulo, Brazil.

Lofty Sabry is currently a senior organizational PM consultant and the Managing Director - Founder of EPM “The Experts in Project

Management” company located in Dubai UAE, one of the leading and unique project management consulting companies.

Gina Davidovic is Gina is one of the Senior Consultants and Instructors of Bay3000 Corporate Education, a leading Global Corporate

Training Company headquartered in Canada. Gina is currently based at the Bay3000 Australia Subsidiary.

Tony Johnson has over 20 years of experience as a project and program manager in various industries. Tony Johnson is the CEO and Founder of

Crosswind Project Management, Inc and Crosswind Learning based in Dallas, Texas.

You?

10/1/2011 7 PMI Phoenix Chapter <> Jeff Hodgkinson

Current Credential Statistics

PMI Credential

Current # Total

# New Last Month Historical Avg/Month

CAPM® 14,781 228 148

PMP® 430,999 6,954 1321

PgMP® 630 15 12

PMI-SP® 539 20 13

PMI-RMP® 970 42 24

PMI-ACP® 0 0 n/a

Note: CAPM available since 2003 | PMP available since 1984 | PgMP available since October 2007

PMI-SP and PMI-RMP available since in May 2008 | PMI-ACP to be available in Sept 2011

Current Credential Graphs

Project and Program Management Apps Available (exam prep, scheduling and risk tools, reference prices from free to $20 USD)

Jeff’s Comments:

1) Some apps are quite useful especially the reference ones but the information is readily available in the

vendor’s books so it’s primarily convenience.

2) The scheduling tools are difficult to use effectively and are time consuming to input.

3) Suggest you download the ‘free’ version and try it before investing in the App and check the user comments for

their feedback.

4) I have intentionally not given the app name, description, and price as I’m not selling or endorsing any of them

10/1/2011 9 PMI Phoenix Chapter <> Jeff Hodgkinson

Credential Maintenance Scenarios

If you have the CAPM only then you retest every 5 years.

If you have the PMP and/or the PgMP the you need a minimum of 60 PDU’s every 3

years.

If you have the SP or RMP then you need a minimum of 30 PDU’s in each subject

area every 3 years.

If you have a PMP and RMP then if you obtained 30 PDU’s in Risk subject areas

those would also count towards your PMP maintenance. Therefore obtaining another

30 in general PM subjects would get you to 60 total. Same for a PMP and SP.

If you have a PMP, RMP, and SP then if you obtained 30 PDU’s in Risk and 30

PDU’s in Scheduling subject areas those would also count towards your PMP

maintenance. Therefore you would get you to 60 total covering your PMP. If you also

had a PgMP then that credential would be covered.

In summary for credential maintenance your best approach should be to focus on

Risk and Scheduling subject areas as they can also count for your PMP and PgMP

maintenance. Theoretically you could cover all with 60 PDU’s if 30 in Risk and 30 in

Scheduling but most likely not practical.

For Agile it will follow the same scenarios but you’d need 90 PDU’s minimal if you

had obtained all other credentials.

10/1/2011 10 PMI Phoenix Chapter <> Jeff Hodgkinson

Transferable PDU’s to

the next 3 year cycle…

- PMP = 20

- PgMP = 20

- SP = 10

- RMP = 10

http://www.linkedin.com/groupRegistration?gid=61909

For PgMP® applicants…

Founder and Group administrator for the 'PgMP Credentialed Networking Group' on LinkedIn and the twelve (12) related sub-groups. Including the 'PgMP Credentialed Only' sub-group with 69% (400/585) of all PgMP‘s worldwide are members. The main purpose of this group and sub-groups are to assist PgMP applicants by sharing information and providing support from those who have obtained the PgMP credential. Anyone in program/project management in earnest of obtaining their PgMP credential may apply to join. Currently 3000+ members…

LinkedIn Group & Sub Groups

10/1/2011 12

Agile

RMP

SP

PgMP

FYI – March 30, 2011

90 percent of executives

surveyed claimed that

project management is

either critical or somewhat

important to their

operations,

http://www.usnews.com/e

ducation/best-graduate-

schools/top-business-

schools/articles/2011/03/

30/mba-programs-focus-

on-project-

management?PageNr=2

If you learn just one thing in today… …If you have a CAPM®, PMP®, PgMP®, SP®, RMP®, and/or OPM3 from PMI, then you have a ‘credential’ … not a ‘certification’.

Additionally …

•Be sure you change your resume, email signature, business cards and other

documentation accordingly to reflect that please. Don’t forget the ®…

•PMI refers to all of their family of credentials as such and as a project and/or program

management professional you are credentialed.

•A certification though always a good thing has a lesser connotation.

•Thank you – PMI asks us to do that; so I’m making you aware.

A certificate is usually a piece of paper that validates the fact that you successfully completed

something – like a course.

A credential is something that is represented as a part of your title which involves an element

of experience or application of knowledge – something you’ve earned by navigating through

something personally like an advanced degree (in which case, an internship or thesis often

represents your application of the knowledge).

10/1/2011 14 PMI Phoenix Chapter <> Jeff Hodgkinson

Here's the simplest way to get yourself the info. anytime you need:

1. Go to PMI's Online Registry link.

• Go to www.PMI.org

• Type ‘Registry’ in the Search

2. Type "%" in the Last Name Column

• Choose "PgMP" in the Credential drop down menu.

• Click Search.

• You will get the list of everyone who had earned this

credential - by city, country and the date credential earned.

3. Copy and paste into Excel and you will be able to sort the data.

I am always asked: How To Check the Registry?

PgMP® Registry

Or which credential

you want to check…

10/1/2011 15 PMI Phoenix Chapter <> Jeff Hodgkinson

PMI CCR PDU Category Update (6 categories now from 15)

Category 2A: Author/coauthor of article in refereed journal

Category 2B: Author/coauthor of article in non-refereed journal

Category 2C: Speaker/teacher at conference, symposium, workshop or formal course.

Category 2D: Speaker on a project management topic at PMI component meeting

Category 2E: Member or moderator of a project management panel discussion

Category 2F: Author/coauthor of textbook

Category 2G: Developer of courseware

Category A: Courses offered by PMI’s R.E.P.s or Chapters and Communities Generally one PDU per contact hour of project management course work. The R.E.P. will have the PDU credits for each certified course defined. This category also

includes most Chapter meetings and the PMI® Publication Quizzes

Category B: Continuing Education Generally one PDU per contact hour of project management course work. Options include:

Completing an academic course being offered by a university or college

Attending relevant educational courses offered by training organisations NOT registered with PMI. This may include training (or a Webinar) offered by your

employer, another professional or membership association, or a non R.E.P. training organization.

When only a portion of a course relates to your credential area of expertise, calculate PDUs by the percentage of the overall curriculum focused on the topic. you need

to keep the transcript or grade report for an academic course, indicating a passing mark. If a non-PMI REP or Community course or conference you need to keep the

registration form, certificate or letter of attendance, and a brochure or course materials (syllabus) outlining the subject matter covered and the qualifications of the

instructor/lecturer.

Category C: Self-Directed Learning A maximum of 30 PDUs per cycle for PMP and PgMP holders and 15 PDUs per cycle for PMI-SP holders may be earned through self directed learning activities.

Qualifying activities must be relevant to project management, project scheduling, or program management, meet a specified purpose, and use knowledgeable

resources. You earn 1 PDU per hour spent in self-directed study. PMI require you to keep evidence supporting your reported learning project, including notes from and

dates of discussions or reading. Learning may include informal activities such as: reading articles, books, or instructional manuals; watching videos, using interactive

CD-ROMs, Podcasts or other source material; having formal discussions with colleagues, coworkers, clients or consultants; being coached or mentored by a colleague,

coworker or consultant

Category D: Creating New Project Management Knowledge (a maximum of 45 PDUs can be earned from categories D, E and F combined, 20 for PMI-SP)

Earn PDUs for creating new knowledge for the topic related to your credential area of expertise (project management, project risk management, project scheduling, or

program management). Qualifying activities include:

• Authoring (co-authoring) a project management textbook, a peer-reviewed article or a non-peer-reviewed article for publication in any media,

• Presenting in a webinar or podcast

• Creating a course or developing course content for project management related courses

• Serving as a speaker or modorator of a relevant discussion

• Serving as a subject matter expert for a panel discussion

1 PDU is awarded per 1 hour of activity in this category.

Category E: Volunteer Service (a maximum of 45 PDUs can be earned from categories D, E and F combined, 20 for PMI-SP)

1 PDU is awarded for 1 hour of volunteer (non-compensated) service. To claim PDUs for service as an elected officer or appointed committee member, you must serve

in the role for a minimum of three months. this catagory includes serving as an elected volunteer officer for a project management organisation or by providing volunteer,

non-compensated project management, project risk, project scheduling, or program management services to non-employer or non-client organisations and mentoring

support to individuals. For volunteer services you need a letter or certificate from the organisation served acknowledging you for leading project tasks or participating as

part of a project team. For coaching or mentoring services you need evidence supporting your coaching or mentoring arrangement, including notes from and dates of

discussion or reading.

Category F: Working as a Professional in Project Management (a max of 45 PDUs can be earned from categories D, E and F combined, 20 for PMI-SP)

For working as a project management professional for a minimum of 6 months within a 12 month period, you can earn 5 PDUs per 12-month period if you hold the PMP

and/or PgMP credential(s) and 2.5 PDUs per 12-month period if you hold the PMI-SP and/or PMI-RMP credential(s).

• Introduction & Announcements

• Project Management Tips & the CAPM®/PMP®

• Program Management Tips & the PgMP®

• Schedule Management Tips & the PMI-SP®

• Risk Management Tips & the PMI-RMP®

• Agile Management Tips & the PMI-ACP®

• Summary

• Questions & Answers

Agenda

10/1/2011 18 PMI Phoenix Chapter <> Jeff Hodgkinson

Project Management Institute (PMI)

Is the world recognized organization for Project Management.

Offers training, certification, standards, reference material,

Sponsors PMI Chapters, and conferences

260 chartered and approximately 10 potential chapters

Geographically dispersed over 90 countries

Maintains the Project Management Body of Knowledge (PMBOK):

The 9 disciplines a PM must master

PMI is a not-for-profit global professional association for project management practitioners. Similar to the

Certified Public Accountant (CPA), Certified Financial Planner (CFP) and the professional organizations that

support these certifications, PMI currently administers five credentials as follows:

Certified Associate in Project Management (CAPM®)

Project Management Professional (PMP®)

Program Management Professional (PgMP®)

Scheduling Professional (PMI-SP®)

Risk Management Professional (PMI-RMP®)

PMI

Family

of

Credentials

19 10/1/2011 PMI Phoenix Chapter <> Jeff Hodgkinson

20 How to pass the PMP Exam:

The Value of the PMP Credential – Let’s do the math Let’s assume a 30 year old person, who has a 4 year degree and has been doing project

management work for several years sufficient to make the experience requirements to apply for the

PMP credential exam. The numbers being conservative shows a 3.6x career benefit of having a

PMP vs. not having a PMP.

Knowns:

$405 (a) = Cost of PMP exam (USD)

$119 (b) = Cost of annual PMI membership (USD)

$20 (c) = Cost of annual local PMI chapter membership (USD)

$60 (d) = Cost of 3 year renewal for PMP (USD)

Assumptions:

35 (e) = # of years person will work and will keep the PMP credential active

12 (f) = The # of times they will renew the credential

$1500 (g) = The estimated cost for books and a prep class for the PMP exam (USD)

$2000 (h) = The cost of a PM related class taken every 3 years for PDU’s (USD)

$40 (i) = Cost for dinner/lecture for PDM meeting equaling 1 PDU

10% (j) = PMI Salary Survey est. of a PMP vs. non PMP in the workplace will earn

$80,000 (k) = Average annual salary of a non PMP project manager (USD)

$40 (l) = Hourly ‘value’ avg. of a basic PM’s time (for time investment calculation)

40 (m) = The average number of hours to study for the PMP exam

10 (n) = Number of times a chapter PDM meeting is offered per year

50 (o) = 50 hours every 3 years for other PDU activity (- PDM’s) to get to 60

PDU’s/3 years

The Value of the PMP Credential – Let’s do the math

Calculations:

Initial PMP Exam investment: $405(a) + $119(b) + $20(c) + $1500 (g) + ($40(l) x 40(m)) = $3644

($3650)

Career PMP Renewal: ($119(b) + $20 (c) x 35(e)) + ($60 (d) x 12(f)) + ($40(l) x 10(n) x 35(e)) +

($2000(h) x 12(f)) + ($40(l) x 50(o) x 12 (f)) = $74,585 ($74,600)

Total Average Career PMP Investment ($ & Time): $3650+$74,600 = $78,250

Total Average Career Salary Increase for PMP: $80,000(k) x 10%(j) x 35(e) = $280,000

Average Career Value Benefit of a PMP vs. non-PMP: $280,000 / $78,250 = 3.58x benefit

Multi-Credentials:

If you step back and look at the overall minimal requirements an individual needs to have to obtain

the four credentials of PMP, PgMP, RMP, and SP), it is quite admirable. The sum of the

requirements equates to 19-20,000 hours of practitioner experience, studying a few hundred hours

(keep in mind several were early to obtain where little study material was available), answering over

700 exam questions, and about 100 hours of PM related education with a 4 year degree. These

requirements characterize an accomplished person in the PM field with a well rounded expertise in

project, program, risk, and scheduling management. In addition to the vestment of in time, there is

a significant investment of cost. Just the minimum for the applications was about $3000 USD, plus

varying costs of study guides and books in addition to the PMI memberships and PDU

requirements for the credential cycle renewals.

CAPM® / PMP® Credential

23

Program/Project Laws

• “Work expands to fill the time allotted…” – Parkinson’s Law

• "If it can go wrong it will...” - Murphy's Law

• "If it can't possibly go wrong, it will…” - O'Malley's corollary to Murphy's law

• "It will go wrong in the worst possible way…” - Sod's law

• “ When things are going well, something will go wrong…’ – Lee’s Law

• "Murphy, O'Malley, Sod, Parkinson, and Lee are alive and well - and working on your project.“

24

PMBOK® The PMBOK@ is the generally accepted

standard for project management practices. Defined within the PMBOK® are nine knowledge areas. These are:

1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management

25

Program vs. Project Manager

Responsible for individual projects Defines and initiates projects and

assigns project managers to manage

them

Manages projects to stay within

specified scope, budget and timeline

(managing risk and quality as well)

Demonstrates sufficient knowledge

and experience to make decisions that

advance strategic objectives

Responsible for overall project success Works to ensure ultimate success of

the overall program

Responsible for leading and directing

project tasks

Manages a group of projects that are

directed toward a common

organizational objective

PgMP® PMP®

26

Communications

# of project team members N(N-1)

2

5(5-1) = 10

2

10(10-1) = 45

2

Lines of Communications

Team of 5 persons Team of 10 persons

Team of 20 persons

20(20-1) = 190

2

Team of 50 persons

50(50-1) = 1225

2

2

3

4

5

6

1

3

6

10

15

People Lines

Each person you add to a project exponentially increases the # of communications

within the project team – so try to limit your teams’ to core essential people…

0.5

1.0

1.5

2.0

2.5

10/1/2011 27 PMI Phoenix Chapter <> Jeff Hodgkinson

CHANGES TO THE PMP EXAM

Effective 8/31/11, the PMP exam will be changing. Below is a summary of the changes/impacts:

→ The changes are based on an updated role delineation study performed by PMI and DOES

NOT affect the PMBOK Guide 4th edition.

→ The educational and experiential requirements for the PMP exam will not change.

→ The number of PMP test questions and time allowed for the exam will not change.

→ The exam content and % of test questions will now be based on 5 domains:

1. Initiating the project 13%

2. Planning the project 24%

3. Executing the project 30%

4. Monitoring and Controlling the project 25%

5. Closing the project 8%

100%

The number of exam questions will remain the same, however, approximately 30% of the exam

content will change. Certain examination areas will be tested in a different way. Professional and

Social Responsibility, (formally known as Domain VI), will now be tested in every domain.

In addition, PMI’s Code of Ethics and Professional Conduct should be viewed as integrated into

the day-to-day role of the PM and important in every project lifecycle phase, and will now be

tested in every domain.

Based on the updated PMP role delineation study, new examination items are being added, and

some old items that are being retired.

More specifics about the revised PMP Examination Content can be found in the following outline

(click here).

Program Management

Tips &

PgMP®

10/1/2011 29 PMI Phoenix Chapter <> Jeff Hodgkinson

You've got to think about "big things" while you're doing small things, so that all the small things go in the right direction.--Alvin

Toffler

Project

Sub Project

Task

Sub Task

Corporate Strategy

Portfolio

Program

Announced March 31, 2011

To prepare you for

inquiries and comments

about the RDS, we are

providing a PgMP

Update Frequently

Asked Questions (FAQ)

document.

This document is

available at the Updates

to the PgMP Certification

Exam page on PMI.org

which provides more

detailed information

about these changes.

Please visit this web

page for timely

information regarding the

PgMP RDS update.

PgMP exam will change on January 1, 2012…

33

Job Description • PM’s performing a project management versus a program

management function fundamentally share the same competencies, are accountable for the execution and delivery of the capability, and have indirect responsibility of performance feedback of project or program teams respectively.

• The primary difference is that program management involves integration and characterization of multiple projects in support of a program. Program management requires leadership at the program level and typically includes management of multiple projects and may include direct people management responsibilities. In contrast, project management involves the management of a matrixed project team (typically do not have direct reports).

• Program management involves driving programs and keeping senior management and stakeholders informed of milestones and performance.

• These programs are cross-functional and cross-organizational; they vary in scope, visibility, and business impact. PMs must effectively facilitate inclusive and consultative decision-making, influence all levels of the organization, and effectively negotiate and leverage resources.

34

PgMP® Credential Summary

Area Comment

Objective: Provide information on PMI’s new PgMP® credential.

Scope: PMI has a new credential available to apply for after October 1 2007.

Experience Required:

Min 8 years with 4 years of Program Management experience and 4 years of Project Management with BA degree / 7yrs w/no degree.

Application Process:

Three major steps: Verified Application > Compressive multiple choice Exam > Multi Rater Assessments (MRA’s).

Costs: *$1,500 (USD) for the credential only – *note: PMI Members cost.

Clarifications: • Don’t have to be a PMP already. • PDU’s for recertification count cumulatively (60 @ 3 years).

Difficulty: • Intense as it’s designed, not to be easy so to have impact in the job market. • Several have spent over 250 hours overall. • 50% fail the exam on the first try. • On average, 14 people a month obtain the PgMP®.

Benefits: • Worth $25 – 40K US in the job market. • Respect and global credibility.

Assistance: I’ve offered to assist anyone interested, seriously interested!

Three Step Evaluation Process Summary

1.Application Review – Work Experience Verified and Assessed

• Project & Program Management Experience Verified by PMI—may be audited

• Program Management Experience Assessment by Program Manager Panel – Based on Eight Experience Summary Statements

2.Examination – 170 Multiple-Choice Questions—150 scored & 20 in pretest

• 4-hour Time Limit

• Primarily Scenario-Based—describe situation and ask questions about it

• Primarily Program Management Questions with some Project Management

3.Multi-Rater Assessment –Similar to 360o Review

• Self / 1 Manager / 4 Peers / 4 Direct Reports / 3 Prof. References – Assessor list is built from Application (but you can change them)

• 74 Questions Relating to Program Management Competencies

PgMP® Credential

35

PMI sends out

Letter and

PgMP

Credential

(6-8 weeks)

At best figure two months and most likely 5 months to obtain you PgMP® …

36

PgMP Credential Process Overview

Fill out

Application

PgMP

Application

online

Step 1: Pass the

Application Review

Step 2: Pass the

PgMP Exam

Step 3: Pass the

MRA Process

If you meet

the criteria,

PMI emails

validation

forms

Hard copy mail

to verifier

and get signed

& sealed then

mail to PMI

PMI reviews

History &

Questions then

gives Test info

& code

Take exam at

local Prometric

Test Center

(4 hour

time limit)

Test is 170

questions all

multiple choice

(4 answer options)

- 30 to 40 questions

are subject

expertise

- All other questions

are based

on given scenarios

on all types of

Programs with 2-4

questions per

scenario

Minimum of 13

MRA’s (Multi

Rater

Assessments)

need to be

returned in a 3

week period

with ‘successful’

or better rating:

1: Manager

4-7: Peer

4-7: Direct Report

1: Yourself

The questions are based on the

blueprint contained in the PgMP

Examination Specification. The

percentage in each of the

program management domains

are:

14% - Defining the program

12% - Initiating the program

20% - Planning the program

25% - Executing the program

21% - Controlling the program

8% - Closing the program

No, it is not required to be PMP® credentialed

Nevertheless, it could help a lot: Same exam type. Some questions will refer to the PMBOOK® Project

Management Body of Knowledge: Planning, Executing, Monitoring & Controlling.

The Standard for Program Management is not

sufficient preparation for the exam.

No worries if you are not already PMP® !

PMI: Do You Need to be a PMP®?

37

Employers will question why you are not a PMP® and only a PgMP® …

http://www.linkedin.com/groupRegistration?gid=61909

For PgMP® applicants…

Founder and Group administrator for the 'PgMP Credentialed Networking Group' on LinkedIn and the twelve (12) related sub-groups. Including the 'PgMP Credentialed Only' sub-group with 69% (385/535) of all PgMP‘s worldwide are members. The main purpose of this group and sub-groups are to assist PgMP applicants by sharing information and providing support from those who have obtained the PgMP credential. Anyone in program/project management in earnest of obtaining their PgMP credential may apply to join. Currently 2000+ members…

LinkedIn Group & Sub Groups

10/1/2011 38

Agile

RMP

SP

PgMP

Amazon • PgMP Exam Review: Flashcards • PgMP Exam Review: Mindmaps Placemat • PgMP Exam Review: Processes Placemat • Program Management for Improved

Business Results • PgMP Flashcard Quicklet: Flashcards in a

Book for Passing the Program Management Professional Exam

• PgMP: Program Management Professional Exam Study Guide

• Program Management For Improved Business Results

• Program Management Professional (PgMP):

• Implementing Program Management

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PgMP Study Resources Crosswinds • Crosswinds Placemat for Version 2

ESI • PgMP Study Guide

LinkedIn • PgMP Networking Group on LinkedIn

• PgMP Practice Questions & Answers

Subgroup

• PgMP Credentialed Networking Only

Subgroup

• PgMP Certified Community Website

PMI • The Standard for Program Management,

PMI • PgMP Credential Handbook • PgMP Exam Specification • Continuing Credential Requirements

Handbook • PMI PgMP Helpline

FYI: There are other study guides, books, & materials available

that are not listed here. We suggest you join our LinkedIn

groups and get feedback information from other PgMP

applicants and PgMP' as to the quality and value of each book

and/or study tool before purchasing. You are welcome to

contact us for suggestions. 10/1/2011 PMI Phoenix Chapter <> Jeff Hodgkinson

Scenario: Due to intense competition, a major telecommunications provider is forced to

transition from a pay per unit of use pricing structure to a fixed fee-based charging rate.

This has a dramatic effect on 30 major projects throughout the company. These projects

exist in 5 different programs. It is expected that there will be substantial adjustments in

the related projects. Some of the projects need to be terminated while some will need to

be scaled up to support the activities for the new pricing structure. For instance, a major

billing application is almost complete but the application will require at least a 25 percent

change in functional requirements to support the new pricing structure. A program was

initiated 3 weeks ago by you to stabilize the related projects and assure necessary

adjustments are made to all to ensure corporate goals are achieved. All requirements for

program initiation are complete and the project charter has been reviewed and approved

by the executive board. You also have your program staff in place.

Q: In order to keep everyone focused on the essentials of the program, you decide to

develop a detailed program scope statement. Which of the following is least essential to

the Program Scope statement (task 1 of Planning the Program)?

a. Objectives of the program b. Out-of-scope items

c. Resource leveling plan d. Financial milestones

Q: Which of the following key skills will benefit you most in developing the Program

Scope Statement?

a. Integrating multiple inputs to the program

b. Presenting program performance reports

c. Analyzing data and summarizing program performance

d. Archiving program information

C Resource leveling plan

Explanation: Task 1 of planning the program requires you to develop a detailed Program

Scope statement by incorporating program vision, objectives, out of scope items,

schedule, financial milestones and regulatory concerns in order to aid in overall

planning. Developing the resource leveling plan is a part of task four, optimizing the

program plan.

A Integrating multiple inputs to the program

Explanation: Task 1 of planning the program requires you to develop a detailed program

scope and includes four skills: 1) communicating effectively at all levels to stakeholders,

2) interpreting regulatory standards and policies, 3) integrating multiple inputs to develop

program scope statements, and 4) understanding stakeholder requirements and desires.

Item A is one of these. The remaining answers are a part of other tasks from other

domains.

Scenario: Due to the increasing cost of fuel, a major transportation provider has to reduce

consumption by 15 percent in the next two fiscal quarters or risk filing Chapter 11 Bankruptcy. The

company has 111 locomotives, 450 semi-trucks, and 1,100 step vans. A program was established

four years ago to work on reducing fuel consumption and has performed exceptionally well. All

organizational objectives for the program to date have been achieved. Based on your reviews, the

documentation is impeccable and all plans are in place. Discussions with several key project

managers and program staff indicate they are all very proud of the benefits gained and

achievements of the program. Over the last 4 years, the program has reduced fuel consumption a

grand total of 10 percent. You will be taking over the program next week and are concerned that

you will have to generate 1.5 times the benefit of 4 years in only six months. Based on your new

objective, you have met with the Executive Steering Committee and worked with them to redefine

the Benefits Realization Plan and align it with the new fuel reduction objectives. After meeting with

key members of the program, you have reformulated the PWBS and are in the process of updating

the Program Management Plan.

Q: Which of the following will best assist you in sharing knowledge, intellectual property, and

documentation across projects and the program?

a. Risk Management Plan

b. Resource Management Plan

c. Project Management Information System (PMIS)

d. Schedule Management Plan

Q: You need to be knowledgeable of many facets of the program to properly set up a capable

PMIS. Which of the following will be least useful for this task?

a. Communication tools and techniques

b. Measurement Theory

c. Closing Theory, procedures and techniques for closing

d. Knowledge management

C Project Management Information System (PMIS)

Explanation: Task 5 of planning the program requires you to define a project

management information system (PMIS) by selecting tools and processes to share

knowledge, intellectual property and documentation across constituent

projects in order to maximize synergies and savings. The other items would probably be

integrated into the project management information system (PMIS).

C Closing Theory, procedures and techniques for closing

Explanation: In task 5 of planning the program, you're required to have knowledge of

project management information systems, knowledge management, intellectual property,

communication tools and techniques, performing the organization capabilities in culture,

measurement theory, statistics, project needs and requirements, reporting needs, and

implementation constraints. Closing theory, procedures and techniques to closing are a

part of the closing the program domain.

PMI-SP® Credential

42 10/1/2011 PMI Phoenix Chapter <> Jeff Hodgkinson

43 How to pass the PMP Exam:

10/1/2011 44 PMI Phoenix Chapter <> Jeff Hodgkinson

EV

(Earned Value)

The value of the work

performed in terms of the

approved budget

PV

(Planned Value)

The authorized budget

assigned to the work

being evaluated

AC

(Actual Cost)

The total cost incurred to

perform the work (actual

funds spent)

SV

(Schedule Variance)

The measure of the

schedule performance

vs. the baseline

schedule

SPI

(Schedule Perf. Index)

The measure of progress

achieved vs. progress

planned

CV

(Cost Variance)

The measurement of cost

performance

CPI

(Cost Perf. Index)

The measure of the

value of work completed,

vs. cctual cost

SV = EV – PV

SPI = EV / PV

CV = EV – AC

CPI = EV / AC

Start with the basics…

X

X

X

X

10/1/2011 45 PMI Phoenix Chapter <> Jeff Hodgkinson

Sc

Cost Performance Schedule Performance

EV (Earned Value)

BCWP (Budgeted Costs of Work Performed)

PV (Planned Value)

BWCS (Budgeted Costs of Work Scheduled)

Equals (=)

SPI (Schedule Performance Index)

SPI = EV-PV

Divided By (/)

PV (Planned Value)

BWCS (Budgeted Costs of Work Scheduled)

Minus (-)

Equals (=)

SV (Schedule Variance)

SV = EV-PV

+ is good = ahead of schedule - is bad = behind schedule

AC (Actual Costs)

ACWP (Actual Costs of Work

Performed)

Minus (-)

Equals (=)

CV (Cost Variance)

CV = EV-AC

+ is good = under budget - is bad = over budget

AC (Actual Costs)

ACWP (Actual Costs of Work

Performed)

Equals (=)

CPI (Cost Performance Index)

CPI = EV-PV

>1 is ahead/under = 1 is on track

<1 is behind/over

Good Warning At Risk

>=.90 .89 - .76 <=.75

Ideal Manageable Mis-managed

.95 – 1.05 .80 – 1.20 <.50 > 1.50

Then know the calculations…

10/1/2011 46 PMI Phoenix Chapter <> Jeff Hodgkinson

Then You Can Forecast…

EAC

(Est. At Completion)

An estimate of what the total

project will cost, based on

current performance

ETC

(Est. To Complete)

An estimate of the cost of the

remaining work to be completed

VAC

(Variance At Comp)

An estimate of how much more

or less the project is to cost in

comparison to the BAC

TCPI

(To-Complete Perf. Index)

The rate at which the remaining

work must be performed, in

order to finish at the BAC.

Calculations:

EAC = AC + (BAC – EV)

If performing at the budgeted rate

EAC = BAC / CPI

If performing at a steady rate

EAC = AC + ((BAC – EV) / (CPI x SPI))

If considering both SPI and CPI

ETC = (BAC – EV) / CPI

VAC = BAC – EAC

TPCI = (BAC – EV) / (BAC – AC)

If based on BAC

TPCI = (BAC – EV) / EAC – AC)

If based on EAC

PMI-RMP® Credential

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What is Project Risk Management?

• Project risk management is actively managing the risks on your project

• The goal of risk management is to be more proactive and less reactive

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What is a Risk? A risk is an uncertain event that could have a positive or negative

effect on your project. This means there is a probability between 1-99% that the event could occur

– If there is a 0% chance of an event occurring, there is no risk (example; there is a 0% chance your project will be adequately funded, this is not a risk, it is a reality)

– If there is a 100% chance of an event occurring, this would be an issue, not a risk

– Risks with negative consequences are called threats

– Risks with positive consequences are called opportunities (Yes, risk can be good! Stop thinking of risk as bad, and start thinking of it in terms of probabilities!)

– Mitigated risks are called ‘watchlist’ items 50

Types of Risk

Risks can be broken out into two primary types

1. Pure Risk (hazard)– risk with potential loss only

ex. Fire, theft, personal injury

2. Business Risk (speculative risk) – risk with potential loss or gain

ex. A highly skilled employee becomes available to work on your project, reducing your schedule time, the tax rate changes, a new server costs less (or more) than you budgeted for

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Risk Management Processes There are six project risk management processes

Go ahead and learn them now (in order), this is the only knowledge

area in the Project Management Body of Knowledge (PKBOK) that

must be completed in successive order

1. Plan Risk Management

2. Identify Risks

3. Perform Qualitative Analysis

4. Perform Quantitative Analysis

5. Plan Risk Response

6. Monitor & Control Risks 52

Risk Management Processes

1. Risk Planning – this is how you plan on conducting risk management. You wouldn’t start managing your project without a plan, so why would you approach risk management that way?

* Remember ‘Plan the work, and work the plan’? Applies to risk management as well.

2. Identify Risks – this is the phase where you attempt to identify most of your risks

3. Qualitative analysis – this is a subjective analysis of your risks that produces a risk ranking, usually in the order of high, medium, low, or on an ordinal scale. Rankings are by agreement of your project team, sponsors and key stakeholders.

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Risk Management Processes

4. Quantitative Analysis – a numerical analysis of the probability and impact of the risk on your project

5. Plan Risk Response– a course of action you will take to deal with your risks should they go from risk to issue

6. Monitor & Control Risks – monitoring your lists (there are two lists which I will discuss later) of risks to enact a risk response plan, to move a risk from one list to the other, or to remove a risk because it is no longer a risk

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Risks on a 5 level scale

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PMI-ACP® Credential

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Breaking News – announced Weds 2/23/11

PMI-ACP® (Agile Certified Practicioner) – 6th credential

How many questions are in the exam? There are a total of 120 questions on the examination. Of the 120 questions, 20 are considered pretest questions. Exam time is 3 hours.

What is Agile? Agile is a philosophy that uses organizational models based on people, collaboration and shared values. The Agile Manifesto outlines tenets of agile philosophy. Agile is based on rolling wave planning; iterative and incremental delivery; rapid and flexible response to change; and open communication between teams, stakeholders and customers. There are many agile approaches that adhere to these tenets, such as Scrum, XP, Lean and Test-driven Development (TDD), etc.

$435 USD

May – Applic

Sept - Exam

PMP

+1500 hrs Agile

+120 Q exam

+21 hours training

PMI Agile CoP Agile Training Webinar List

PMI-ACP

PMI Agile COP

Company Location:

Milwaukee, WI, 53201

FTP

Scrum Master - Agile - Milwaukee Ws

$85,000.00 - $110,000.00

Client is an extremely successful firm committed to Microsoft development and Agile processes.

Milwaukee, Wisconsin 53201

Currently seeking an Agile Product Owner familiar with the Scrum Framework and comfortable working in a

continuously improving environment. Candidate will be directly involved in building a game changing application from

scratch) with a Fortune 100 company.

Duties:

Act as liaison between Scrum teams, management, and end users in order to effectively gather requirements and

create business solutions.

Work with Primary Product Owner to ensure overall program alignment, validate business value and ensure proper

feature priority.

Create Product Backlog Items, User Stories and models to help convey the business need.

Prioritize and maintain the Area Product Backlog.

Play an active support role throughout full lifecycle of application development including requirement gathering,

design, development, testing, implementation

Transfer knowledge to members of client's team and act as an expert, value-added resource.

Experience:

5-7 years experience.

Professional Scrum Master, Certified Scrum Master, Certified Scrum Product Owner designation preferred.

Experience with teams using Microsoft technology stack. (.NET, SQL Server, etc.)

Need to have worked with Agile processes and .Net

Excellent verbal and written communication skills.

Exposure to Microsoft Team Foundation Server preferred.

Know Your:

→ Formulas

→ Knowledge Areas

→ Processes

08/21/09 Jeff Hodgkinson 63

I wouldn’t be a good Program Manager if I didn’t

give you one good program management tip….

I wouldn’t be a good Project Manager if I didn’t

give you one good project management tip….

The first activity in any project is to

identify your scapegoat…

10/1/2011 64 PMI Phoenix Chapter <> Jeff Hodgkinson

Final Thought

“If you don’t know where you are going – any path will take you there… and if you don’t’ know where you are – a map won’t help

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Questions?

If you have any in the future please feel free to contact me:

Jeff Hodgkinson, CAPM®, PMP® PgMP®, PMI-SP®, PMI-RMP®

Senior Program Manager - Intel Corporation -Chandler, AZ

jeffrey.g.hodgkinson@intel.com

jghmesa@gmail.com

602.370.4840

10/1/2011 66

And lastly…

Ask This Question:

Was today a good use of your time?

If ‘Yes’ - then why?

If ‘No’ – then why?

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