Program/Project/Risk/Scheduling Management CAPM® /PMP ... Credential Master... · Rev. 01 042011...

Click here to load reader

  • date post

  • Category


  • view

  • download


Embed Size (px)

Transcript of Program/Project/Risk/Scheduling Management CAPM® /PMP ... Credential Master... · Rev. 01 042011...

  • Rev. 01 042011

    Program/Project/Risk/Scheduling Management

    CAPM /PMP (Project Mgmt)

    & PgMP (Program Mgmt)

    & PMI- SP (Schedule Mgmt)

    & PMI-RMP (Risk Mgmt) Tips

    + PMI-APP Agile

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

    Senior Program Manager

    Intel Corporation

    Chandler, Arizona


    [email protected]

    mailto:[email protected]

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

    (Program), & PMI-RMP(Risk), & PMI-SP (Scheduling) Tips

    Presenter: Jeff Hodgkinson

    Est. Time: 1 hour


    This presentation focuses on the five (5) of the PMI Family of Credentials (CAPM,

    PMP, PgMP, SP, and RMP). 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.


    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 [email protected] [email protected]


    mailto:[email protected]:[email protected]://

  • Before We Begin

    to all you that attend this evenings


    4/20/2011 3


    31 year Intel Corporation employee. Currently Program Manager for the IT Internal Cloud Program. 28+ years of progressive Program/Project Management experience. [email protected] SME, PM Domain Owner, and Open Port Blogger Managed numerous diverse global programs & projects in varying scope and budget. Received his Project Management Professional (PMP) in 1991 (#713). Twentieth (20th) person to obtain the Program Management Professional (PgMP ). Obtained the PMI-RMP (Risk Management) credential in January 2010 (247th). Obtained the PMI-SP (Schedule Management) credential in November 2010 (387th). Obtained the CAPM in January 2011, per request of PMI (Five Credentialed) PMI Subject Matter Expert (SME) for Program and Project Management. PMI Phoenix Chapter Associate Vice President for Credentials & Certifications. PMI Phoenix Chapter Agile CER (Chapter Engagement Representative). 2009 2nd Place Kerzner International PM of the Year Award . Group Administrator for two LinkedIn Groups and ten sub-groups. 2010 PMI Distinguished Contribution Award recipient Published in numerous PM magazines, websites, and e-newsletters Ranked is the 51st Top Networked on LinkedIn. 3rd most recommended person on LinkedIn.

    Email: [email protected] LinkedIn:














    4/20/2011 4[email protected]://


    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% (400/565) of all PgMPs 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 2300+ members

    LinkedIn Group & Sub Groups

    4/20/2011 5





  • Introduction


    Project Management Tips & the CAPM/PMP

    Program Management Tips & the PgMP

    Schedule Management Tips & the PMI-SP

    Risk Management Tips & the PMI-RMP


    Questions & Answers


    4/20/2011 6

  • 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.


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

    other documentation accordingly to reflect that please. Dont 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 Im 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 youve earned by navigating through

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

    represents your application of the knowledge).

    4/20/2011 7

  • 8

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

    1. Go to PMI's Online Registry link.

    Go to

    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.

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

    We Are Always Asked: How To Check the Registry?

    PMI Registry

    Or which credential

    you want to check

    4/20/2011 9

  • 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 PMIs R.E.P.s or Chapters and CommunitiesGenerally 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 EducationGenerally 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 organizations 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


    Category C: Self-Directed LearningA 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 moderator 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 category includes serving as an elected volunteer officer for a project management organization or by providing volunteer,

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

    support to individuals. For volunteer services you need a letter or certificate from the organization 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).

  • Breaking News announced Weds 2/23/11

    PMI-APP (Agile Project Professional) 6th credential (unofficial name)

    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


    +1500 hrs Agile

    +120 Q exam

    +21 hours training

    PMI Agile CoP Agile Training Webinar List

    4/19/11: Over 5000 have applied so far

  • FYI March 30, 2011

    90 percent of executives

    surveyed claimed that

    project management is

    either critical or somewhat

    important to their








    4/20/2011 13

  • 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)






  • CAPM / PMP Credential


  • 16

  • Program/Project Laws

    Work expands to fill the time allotted Parkinsons 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 Lees Law

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


  • Program/Project Laws The 1st 90% of project takes 90% of the time and

    the last 10% of a project takes another 90%... Law of Integration

    The user will get less and less output when adding additional doses of an input while holding other inputs fixed - Law of Diminishing Returns

    You are most ignorant about the project at the beginning when you have to make firm decisions on costs and schedule Reality Bites


  • PMBOKThe [email protected] 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 Management3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resource Management7. Project Communications Management8. Project Risk Management9. Project Procurement Management


  • Program vs. Project Manager

    Responsible for individual projects Defines and initiates projects and

    assigns project managers to manage


    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 successWorks 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


  • Project Management






    (Matrix Team)




  • Communications

    # of project team members N(N-1)


    5(5-1) = 10


    10(10-1) = 45


    Lines of Communications

    Team of 5 persons Team of 10 persons

    Team of 20 persons

    20(20-1) = 190


    Team of 50 persons

    50(50-1) = 1225












    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






    4/20/2011 22


    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%


    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, PMIs 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). 4/20/2011 23 Examination Content Outline_2010.ashx

  • I wouldnt be a good Project Manager if I didnt

    give you one good project management tip.

    The first activity in any project is to

    identify your scapegoat

    4/20/2011 24

  • Program Management



    4/20/2011 25

  • Announced March 31, 2011

    To prepare you for

    inquiries and comments

    about the RDS, we are

    providing a PgMP

    Update Frequently

    Asked Questions (FAQ)


    This document is

    available at the Updates

    to the PgMP Certification

    Exam page on

    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

    4/20/2011 27

  • Program vs. Project Manager

    Responsible for individual projects Defines and initiates projects and

    assigns project managers to manage


    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 successWorks 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

    4/20/2011 28

  • Program Management





    (Business Goals)










    (Matrix Team)








    (Matrix Team)








    (Matrix Team)



    4/20/2011 29

  • Program Mgr Vs Project MgrProgram Manager Project Manager

    Focus on interdependencies of theprojects and feasibility of thedeliverables and the business case

    DefinitionFocus on deliverables, milestones,and tasks of a single project

    Includes business and environmentcomplexity as well asproduct/service

    ComplexityTypically limited toproduct/service complexity of asingle project

    PM drives requirements definitionand includes work of all projects Scope

    Limited to the work of one projectwith requirements pre-defined andhanded off to the project manager

    Allocated budget for the entireProgram

    BudgetAllocated budget for one project

    Many Project Managers and/orTeam Leaders in multiple sites

    TeamSingle team

    Program core team and extendedproject teams

    ResourcesLimited to a single project

    Integrated project schedules withsummary level program milestones Schedule

    Contained to a single projectschedule


  • Benefits Management andProgram Management Life Cycles

    The Standard for Program Management, p. 2031

  • 32

    PgMP Credential Summary

    Area Comment

    Objective: Provide information on PMIs 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.


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

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

    Clarifications: Dont have to be a PMP already. PDUs for recertification count cumulatively (60 @ 3 years).

    Difficulty: Intense as its 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: Ive offered to assist anyone interested, seriously interested!

  • Three Step Evaluation Process Summary

    1.Application ReviewWork Experience Verified and Assessed

    Project & Program Management Experience Verified by PMImay be audited

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

    2.Examination 170 Multiple-Choice Questions150 scored & 20 in pretest

    4-hour Time Limit

    Primarily Scenario-Baseddescribe 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


  • PMI sends out

    Letter and



    (6-8 weeks)

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


    PgMP Credential Process Overview

    Fill out





    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



    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


    - All other questions

    are based

    on given scenarios

    on all types of

    Programs with 2-4

    questions per


    Minimum of 13

    MRAs (Multi



    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


    14% - Defining the program

    12% - Initiating the program

    20% - Planning the program

    25% - Executing the program

    21% - Controlling the program

    8% - Closing the program

  • Program Management

    Process Groups (5) and Knowledge Areas (12)


  • Composite Profile of Credential HolderCategory Description

    Age 41 45 years of age

    Location Likely lives in North America

    Salary Salary range of USD $131,000 - $140,000

    PgM Experience Nine years (9) of program management experience

    PM Experience Fifteen years (15) of project management experience

    Position Functioning as a Program Manager in an Information Technology related discipline.

    Education Likely has a Bachelors Degree and may have a Masters Degree.

    Credentials Holds the PMP credential as well and is considering other credentials.

    Future Would likely be interested in a Portfolio Management credential in the future.

    Satisfaction Has realized some intrinsic value in attaining the PgMP credential.

    Career Likely has not received a promotion or improved opportunity, primarily due to the state of the global economy.

    Benefit Is still struggling to realize tangible benefit from the credential due to its newness and relatively unknown nature.

    4/20/2011 36


    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% (400/555) of all PgMPs 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 2200+ members

    LinkedIn Group & Sub Groups

    4/20/2011 37





  • 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


    PgMP Study ResourcesCrosswinds Crosswinds Placemat for Version 2

    ESI PgMP Study Guide

    LinkedIn PgMP Networking Group on LinkedIn

    PgMP Practice Questions & Answers


    PgMP Credentialed Networking Only


    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.4/20/2011[email protected]

  • 39

    PgMP Training

    FYI: There are other training and bootcamps available and we are not recommending, suggesting , or endorsing any as preference.

    We suggest you join our LinkedIn groups and get feedback information from other PgMP applicants and current PgMP' as to the

    quality and value before purchasing. You are welcome to contact us for suggestions. As always, you should ask if the course is

    from an REP approved by PMI. We also advise checking with your local PMI Chapter Professional Development Team for local

    resources available to you.







    Ginger Levin PgMP







    Old Dominion University

    PgMP Exam Tools




  • PMI-SP Credential


  • 41

  • 4/20/2011 42


    (Earned Value)

    The value of the work

    performed in terms of the

    approved budget


    (Planned Value)

    The authorized budget

    assigned to the work

    being evaluated


    (Actual Cost)

    The total cost incurred to

    perform the work (actual

    funds spent)


    (Schedule Variance)

    The measure of the

    schedule performance

    vs. the baseline



    (Schedule Perf. Index)

    The measure of progress

    achieved vs. progress



    (Cost Variance)

    The measurement of cost



    (Cost Perf. Index)

    The measure of the

    value of work completed,

    vs. actual cost

    SV = EV PV

    SPI = EV / PV

    CV = EV AC

    CPI = EV / AC

    Start with the basics





  • 4/20/2011 43


    Cost PerformanceSchedule 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


    Minus (-)

    Equals (=)

    CV(Cost Variance)

    CV = EV-AC

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

    AC(Actual Costs)

    ACWP(Actual Costs of Work


    Equals (=)

    CPI(Cost Performance Index)

    CPI = EV-PV

    >1 is ahead/under= 1 is on track

    =.90 .89 - .76

  • 4/20/2011 44

    Then You Can Forecast


    (Est. At Completion)

    An estimate of what the total

    project will cost, based on

    current performance


    (Est. To Complete)

    An estimate of the cost of the

    remaining work to be completed


    (Variance At Comp)

    An estimate of how much more

    or less the project is to cost in

    comparison to the BAC


    (To-Complete Perf. Index)

    The rate at which the remaining

    work must be performed, in

    order to finish at the BAC.


    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


    TPCI = (BAC EV) / (BAC AC)

    If based on BAC

    TPCI = (BAC EV) / EAC AC)

    If based on EAC

  • VerbsAnalyze





















    Usually begins with a verb

    Describes work in progress

    Is not tangible


    Usually begins with a noun or adjective

    Describes a completed state or output

    Passes the Look Ma! test

    Measured for quality, timeliness, etc.


    Past Tense

    4/20/2011 45Intel Jeff Hodgkinson

  • Project Scheduleor team consensus on how to go about scheduling the project to

    make the deadlineProbably the best example Ive seen of a schedule. Recall the 1965 movie The Flight of the Phoenixwhere after a plane crash in the Sahara, one of the survivors says he's an airplane designer and they canmake a flyable plane from the wreckage. They have limited food and water and need to complete theairplane before the water runs out or they will perish.

    What do you notice about the schedule they create?

    How can we apply this thinking to our project scheduling


    Would doing this bring a clearer understanding among

    the team members?


    Lets check it out Chapters:

    Sandstorm Dorfmanns Idea

    5th Day Take-Off

    4/20/2011 PMI Phoenix Chapter Jeff Hodgkinson

  • PMI-RMPCredential


  • 48

  • Risks


  • 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


  • 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 items51

  • 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


  • Risk Management ProcessesThere 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 53

  • Risk Management Processes

    1. Risk Planning this is how you plan on conducting risk management. You wouldnt 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.


  • 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


  • Risks on a 5 level scale Example


  • Know Your:


    Knowledge Areas


  • 08/21/09 Jeff Hodgkinson59

    I wouldnt be a good Program Manager if I didnt

    give you one good program management tip.

  • 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

    [email protected]

    AVP for Credential & Certifications Phx PMI Chapter

    Agile CER (Chapter Engagement Rep) Phx PMI Chapter

    [email protected]

    [email protected]


    4/20/2011 60

    mailto:[email protected]:[email protected]:[email protected]

  • Final Thought

    If you dont know where you are going any path will take you there and if you dont know where you are a map wont help