November 5, 2014 Linky

Planning for Project Success

When looking at Project Planning, an important output of the planning process, is the Project Management Plan. This article will discuss what the Project Management Plan is, why fully understanding the Project Management Plan is essential to both project success and PMP Exam success, what subsidiary plans and documents are, and once approved how changes are made to the Project Management Plan.

What is the Project Management Plan?

According to the PMBOK® Guide, the Project Management Plan is “the document that describes how the project will be executed, monitored, and controlled.” Objectives of the Project Management Plan include documenting assumptions and decisions, communicating how the project will be executed, and documenting high level goals, costs, and milestones. The Project Management Plan is much more than a single document that is created and set aside. It integrates subsidiary plans and documents, it is created during the Planning Process Group and is expected to be updated as the project progresses. It is a living document.

Why the Project Management Plan is essential to both project success and PMP Exam success?

That is because it is the “go to” document used to answer questions during the project, and understanding what kinds of questions it may answer is vital to both project and PMP Exam success.

The Project Management Plan should be able to answer why a project was sponsored and what problem it is expected to resolve or what value the project is expected to add. It should describe the work to be performed and what the major deliverables or products are. It should identify who is involved in the project and what their responsibilities are and how they are organized. It should define how the work is to be executed in order to meet project objectives and how any changes will be monitored and controlled. If all of these are included in the Project Management Plan, then you will be able to answer the why, what, who, when, and how type questions that may arise during a project.

What are subsidiary plans and documents?

These are most often outputs of the other Planning Processes. For example, the Cost Management Plan is an output of the Plan Cost Management Process. It describes how project costs will be planned, structured, and controlled. It is considered a “subsidiary plan” to the overall Project Management Plan. Subsidiary plans are all of the “plan” outputs from the Planning Processes that include Scope Management, Requirements Management, Schedule Management, Quality Management, Process Improvement, Human Resource Management, Communications Management, Procurement Management, and Stakeholder Management. The subsidiary plans may be defined at a high or detailed level depending on the type of plan, the specific needs of the project and the requirements of the performing organization.

Subsidiary documents are the baselines developed as part of the Planning Processes. They include the schedule baseline, cost performance baseline, and scope baseline. Don’t forget that the scope baseline also includes the scope statement, WBS, and WBS dictionary.

How are changes made to the Project Management Plan?

Changes to the Project Management Plan are made through a Change Control System. This system consists of methods to request, review, and approve changes. When Requests are done, they are reviewed by the project manager, project sponsor, select set of stakeholders, or change control board. Once a change is approved the Project Management Plan is updated. Changes that are not requested through the Change Control System or approved should not be implemented. Including unapproved changes will let the project go out of control.

The Project Management Plan is a vast topic. There are many other facets such as the other inputs besides subsidiary plans and documents, how it is used to communicate how the project will be executed and controlled, the importance and usage of a Project Management Information System, and the formality of the Project Management Plan all of which are vital to know and understand for the PMP Exam.

A few additional aspects to keep in mind when studying the Project Management Plan are that it is typically a formal written document, that it guides project execution and control, that it is approved by the project stakeholders, and that the project cannot start until the Project Management Plan is approved.

In order to understand this topic completely read the Develop Project Management Plan section in the PMBOK® Guide. Then explain what a Project Management Plan is, how it is developed, and how it is changed to a friend who is not a project manager. Because if you can explain it clearly to them, then you fully understand it yourself; and use a Project Management Plan for your projects because practice makes perfect when it comes to the PMP Exam.

October 30, 2014April 19, 2020 Linky

The African Storybook Project

This is an inspiring story about teaching young children a love for reading!

The African Storybook Project is an initiative of Saide, the South African Institute for Distance Education. Saide is a registered Non-Profit Organisation, based in Johannesburg, South Africa. The first four years of the project (2013 to 2016) have been funded by the UK based funder, Comic Relief.

Saide’s task is to contribute to the development of new models of open and distance education practice, that accord with and take forward the values, principles, and goals of the evolving education systems in the Southern African region. It has also paid particular attention to the appropriate use of technology in education.

The African Storybook Project aims to address the shortage of books in local African languages for early reading. The main reason why there are so few stories in local African languages is that it is not cost effective to publish and print stories for reading in languages that have a small readership. But if the stories are on the internet, and also can be translated by people themselves into local languages, the challenge can be overcome. Therefore a website was created for people who work with children in African contexts.

The purpose of the African Storybook Project (ASP) website is to provide stories in African languages as well as in English for young children as they are learning to read. It’s aimed at parents and people working with children (such as teachers, librarians, community workers) in African contexts.

African Storybook Project website

On the African Storybook Project website you can:

find, read and download or print stories that you can use with children,
write comments on the stories that you find and read,
translate stories into an African language that is familiar to the children,
adapt stories for the level and context of the children, and also
create new stories in one of the templates.

You do not have to register in order to find, read, download, print stories or write comments on other people’s stories. You need to register if you want to translate, adapt, or create stories.

The stories on the African Storybook Project (ASP) website are openly licensed. An open licence means that you can read, download, print, copy, adapt and translate stories without asking for permission, and without paying a fee.

But you must acknowledge the writers, illustrators, translators of the stories, and the people who hold the copyright. This means that you must list these people and their contribution on the story itself when you adapt, translate or copy/print the story for use.

The project reach

The project is working with teachers and librarians and community workers in fourteen pilot sites across Kenya, Uganda and Southern Africa. The sites are community libraries, ECD centres, primary schools, located in both rural and urban contexts.

Book Dash Event

Book Dash is a voluntary organisation that creates open-licensed children’s books with top creatives. Their vision is that every child should own a hundred books by the age of five according the Book Dash founder, Arthur Attwell. All Book Dash books are freely available for any person or organisation to download, translate and distribute, according to a Creative Commons license.

On Saturday, 30 August 2014, thirty authors, illustrators, and editors have collaborated to write ten biographies of extraordinary South African women in one day. The event was sponsored by SAIDE, The African Storybook Project, and Rock Girl, with the support of Five for Change, and with in-kind donations from Hemelhuijs, Spier Winery, La Cuccina, Pick and Pay, and with the support of World Design Capital Cape Town 2014 and the Cape Town Central Library.

In September, these girls distributed biographies to learners around the Western Cape, encouraging them to both read and to follow in these women’s footsteps.

Rock Girl Wonder Women Project

The books will be available online as part of the Rock Girl Wonder Women project, a World Design Capital initiative that will see statues of some of the women featured in the biographies installed around Cape Town. Rock Girl is a grassroots organisation, founded by grade 5 learners from Manenberg in 2010, that creates safe spaces for girls, and for everyone.

Distributed to schools

The books will also be distributed to schools around Cape Town, and the Rock Girl learners will visit schools encouraging them to both read and to follow in these women’s footsteps.

Volunteers, sponsors, and literacy organisations can find more information on the Book Dash website at www.bookdash.org.

October 22, 2014June 17, 2024 Linky

Communication Challenges for Virtual Project Teams Part 2

Have you ever worked with virtual teams as a project manager? (Click for related articles) From my experience of working with virtual teams who are distributed and working remotely, we have to overcome the communication challenges by using tools like tele-conference facilities, instant messaging and email.

This article is Part 2 of a discussion of research findings about the challenges virtual teams face, communication preferences and recommendations. It is based on an online survey done by Software Advice’s Noel Radley (*) with professionals who regularly work on virtual projects, and who had an opinion on the challenges of virtual projects.

Virtual Team Members’ Preferred Communication Channels

Preferred Communication Tools

The survey confirmed recent reports that email usage has not yet declined to the extent some predicted. To the contrary, 41 percent of virtual team members surveyed selected email as their most preferred communication tool. However, it was also stated as problematic by some (23%) due to long email threads.

After email, phone was selected by 36 percent of those surveyed as their preferred communication channel perhaps due to the benefits of a “real-time” collaboration tool. Surprisingly, tools designed for online collaboration were selected by the fewest respondents. Only 12 percent selected virtual conferencing as a preferred communication channel, and discussion forums and chat rooms were selected by just 10 percent.

Miller recommends instant messaging (or chat) as one of the more effective real-time communication channels for virtual teams. It’s a much better way to collaborate on something that’s in active progress, or to reach a final decision on an issue. It can also be used to link directly to Web pages or relevant documents that may come up in conversation.

When facing virtual workers who prefer traditional communication channels, managers may need to push adoption in order to help bridge the gap between the tools team members are accustomed to and the tools that help them collaborate most effectively.

Communication Channel Preferences by Age

To add further complexity, our findings revealed a shift in communication preference based on age. Generally speaking, the preference for digital mediums (such as email) decreased with age, while the preference for analog communications (namely, phone) increased with age.

Demographics: Communication Channel Preferences by Age

Email preferences were greatest among the youngest team members surveyed: nearly half of those aged 25-34 had a top preference for email (46 percent). This preference was slightly less for 35- to 44-year-olds (41 percent), and lower still for 45- to 54-year-olds (36 percent).

The greatest preference for phone was held by team members in the 45-54 age category, at 41 percent, while 34 percent of the 35-44 age bracket and 29 percent of the 25-34 age bracket preferred communicating by phone.

These trends change when it comes to video conferencing and discussion forums and chat. The 35-44 group is less likely to prefer virtual conferencing and more likely to prefer chats and discussion forums than both the older and the younger age groups.

These differences may mean that companies with trans-generational teams run into subtle misunderstandings, as diverse communication preferences result in people not answering the phone or not replying to emails. To keep distributed teams on the same page, Miller recommends a “multifaceted” approach.

Conclusions

Effectively managed communication will be more of a solution than a problem for a variety of issues, such as task management and team members with commitments to multiple projects.

Moreover, a multi-pronged approach, including instant messaging, agile project management tools, blogging and wikis, should be used to engage teams and foster effective communication. When confronting teams with diverse preferences, a comprehensive communication strategy involving a variety of tools and techniques can help solidify team connections, as well as improve project visibility.

According to Miller it’s important to keep enthusiasm and engagement high, and to make sure that team members’ direct managers or sponsors have easy access to meaningful information showing the value of the work and the overall return.

For reference, you can find the full report here:

http://blog.softwareadvice.com/articles/project-management/survey-communication-virtual-projects-0714/

(*) Software Advice is a company that researches and evaluates project management technology.

October 20, 2014June 17, 2024 Linky

Communication Challenges for Virtual Project Teams Part 1

Have you ever worked with virtual teams as a project manager? (Click for related articles) From my experience of working with virtual teams who are distributed and working remotely, we have to overcome the communication challenges by using tools like tele-conference facilities, instant messaging and email.

This article is discussing research findings about the challenges virtual teams face. It is based on an online survey done by Noel Radley of Software Advice (a company that researches and evaluates project management technology) with professionals who regularly work on virtual projects, and who had an opinion on the challenges of virtual projects. It is divided into two parts. Part 1 is about the main challenges virtual teams are faced with and task management as a top threat to effective project communication.

Top challenges

Thirty-eight percent of team members said communication was difficult on virtual projects, making it the top-cited challenge.
Poor communication regarding task management was perceived as the top threat to project success, selected by 41 percent of team members.
Email was a preferred channel for 41 percent of respondents—though 23 percent noted long email threads were a communication pitfall.
The lack of the right software or technology was given by 33 percent.
A lack of productivity was seen as the biggest threat to project success by 28 percent, since many team members believed those who work remotely are held less accountable.

In addition to communication challenges there are also others based on feedback from Matthew Miller, a project leader at the open source technology company Red Hat who has worked with thousands of contributors on open-source operating system called the Fedora Project.

A deeper challenge of most remote teams is the fact that members are typically “drawn from other teams,” and thus have only partial responsibility to their virtual projects. Miller said that typically there’s more work that needs to be done than time to do it, and often commitments to virtual teams are the easiest to break. In view of the productivity challenge stated above, the issue may simply be that they have other commitments that take priority. Managers may need to consider analyzing the scope of a team’s commitments when assigning tasks or attempting to pinpoint problems.

Virtual Team Members’ Top Project-Communication Problems

Task Management

When analysing the top communication-related challenges of remote projects it was found that approximately 41 percent of respondents answered that the failure to clearly assign and update tasks, was the top threat to effective project communication.

For 23 percent of respondents, long email threads were the top obstacle to communicating effectively. For others (19 percent), they most experienced trouble scheduling virtual meetings and conference calls. And 16 percent of virtual team members experienced confusion about which communication channel—phone, chat or email—to turn to for which tasks.

Many turn to software solutions for task management. Software Advice found in a recent report that 52 percent of project management software buyers were seeking a task management application.

Although tools are important, Miller emphasized the importance of having established processes in place for your team, like regular group interactions for shared tasks for example.

For reference, you can find the full report here:

http://blog.softwareadvice.com/articles/project-management/survey-communication-virtual-projects-0714/

Please subscribe (top right) not to miss Part 2 and future articles!

October 16, 2014 Linky

Secrets to Planning and Preparing Powerful Presentations

As Project Managers we all need to use Presentations as one of the channels we communicate with. As part of our daily job, some project managers become really good at it and know how to engage with their audience through powerful presentations.

For most people the ability to deliver great presentations starts with practice that comes from experience, but also from adequate planning and lots of preparation.

Below is an ebook consisting of advice from experts who share their secrets to giving powerful presentations that will get people to take action.
Enjoy the read!

Presenting with Power: Planning and Preparing Presentations from Studio B Productions, Inc.

October 13, 2014 Linky

Announcement – New Course for Excel Project Managers

By Doug Hong

All over the world there are project managers with a preference to use Excel as a planning, reporting and communications tool. It’s well-known, easy to use and easy to communicate those plans with management. This article will introduce you to a course that will teach you how to use Excel as a new project manager.

This course is meant to be a short but information rich introduction to learn how to use Excel as a new project manager. And if you are an experienced project manager, you may also pick up some tips that could help with your individual projects.

You may be running projects that require something to help manage or present information and usually a common tool is Microsoft Excel. Though it may not have the features of Project Management specific software, Excel is robust enough to use for project management.

Once you understand what Excel can do, you’ll find it is a very powerful tool that will probably do the majority of what you want. You just need to figure out how to use it. To really understand Excel you should probably start with the basics (and there is a lot to learn!).

This course is a lecture only format that gives just enough information to get you started to feel comfortable using Excel to run projects.

The course will cover the following:

• Explore the Excel 2010 User Interface
• Understanding the Ribbon
• A Look at the Backstage view
• Quick Access Toolbar (QAT)
• Workbook and Worksheet Basics
• Primer to Cells, Columns and Rows
• Exploring different views using Freeze Panes and Split Panes
• How to Create Formulas and use Functions
• Using Lists Filters
• How the Table Feature Works
• Basics of Charting
• Formatting Charts
• Using Styles and Text Formatting
• Tips on Printing
• Keyboard Shortcuts
• How to Create a Gantt Chart
• How to Create a Pareto Chart
• How to Create a Timeline Chart

There are a lot of things you can do with Excel and this course should give you the tools to really understand how it works. By the end of the course you should be familiar with using Excel and will also be able to create some charts to use in your work.

To access the course: Excel 2010 for the New Project Manager, please send a mail to: linky@virtualprojectconsulting.com
for a coupon for free access to the course.

About the author: Doug Hong is a business analyst for a Fortune 500 technology company. He was a former PMP certified practitioner and now focuses on metrics dashboards and visualization using advance Excel features. He shares his knowledge with training videos on his Excel Training 101 site. He also has an extensive list of training videos where you can subscribe to on YouTube.

October 8, 2014August 25, 2022 Linky

Are you ready to take your PMI Agile Certified Practitioner Exam?

This article is about identifying your eligibility to take your PMI-ACP exam.

Do you work in an environment where you use one or more Agile methodologies regularly? Do you have both general project experience as well as Agile project specific experience? If either of these scenarios apply to you and you are interested in earning your Project Management Institute Agile Certified Practitioner (PMI-ACP)® certification, then use these steps to discover if you are eligible to take the PMI-ACP® Exam.

Many people/companies see holding the PMI-ACP® certification as a demonstration of professionalism in one or more Agile methodologies. To determine whether you are eligible to take the PMI-ACP® Exam, just follow the simple 4-step approach outlined below.

Step 1: Read the PMI Agile Certified Practitioner (PMI-ACP)® Handbook

Click here to download the PMI-ACP® Handbook produced by Project Management Institute (PMI)®.

Pay close attention to sections that cover eligibility requirements and the application process. It is in the eligibility requirements section that you will find information regarding the exam requirements as they pertain to educational background, general project experience, Agile project experience, and Agile specific training requirements in order to take the PMI-ACP® Exam.

In the section covering the application process you will find out how your experience is counted when applying to take the PMI-ACP® Exam. The thing to remember about experience is you must account for Agile project experience and general project experience separately. You cannot record the same project under both Agile and general project experience, and you cannot count hours associated with general project experience towards your Agile project experience hours.

Step 2: Read the PMI-ACP® Examination Content Outline

Click here to download the PMI-ACP® Examination Content Outline produced by the Project Management Institute (PMI)®.

As you review the Tools & Techniques, Knowledge & Skills, and Domains & Tasks sections you should recognize many of them as those you use or have relied upon as part of your own activities when working on Agile projects. Half of the PMI-ACP® Exam covers Agile Tools & Techniques and the other half covers Agile Knowledge & Skills. Domains & Tasks are not specifically covered as part of the PMI-ACP® Exam; however, this section can provide you with insight as to how Agile project management is understood across different industries.

You may not have utilized all of the tools and techniques, or even have all of the knowledge and skills discussed within the outline; but you should have experience with or utilized the majority of the tools, techniques, knowledge, and skills listed in order to meet the eligibility requirements to sit for the PMI-ACP® Exam.

Step 3: Compare Your Agile Education and Experience with Your Resume

After working through steps 1 and 2 to gain a clear understanding of the education, experience, and Agile specific training requirements required to sit for the PMI-ACP® Exam, grab a copy of your resume and look for areas of overlap. If you are like many people who don’t typically update their resume at the completion of each project, take some time to create an experience list to document all of your project experience since your last resume update. Remember, you cannot overlap your general project and Agile project experience; so you may want to make to separate lists.

If you have copies of project charters or similar documents from the projects you have worked on and they have a clearly defined responsibilities section they can be very helpful when trying to recall and accurately document your experience. Plus you will need all of this information to complete the application for the PMI-ACP® Exam. Next, based on your resume and/or experience lists you need to ask yourself a few questions:

Do I have the required experience hours on both general projects and Agile projects?
Do my resume or experience lists reflect experience with the majority of the tools, techniques, knowledge, and skills in the outline?
Do I honestly meet the criteria?

If your answer to all three is “Yes”, then you are most likely eligible.

Step 4: Contact PMI Customer Care

If you have any doubts concerning your eligibility, contact the Customer Care department at PMI. They have knowledgeable and helpful staff who will be happy to answer your questions.

Following the simple 4-step approach outlined here will allow you to determine for yourself if you are eligible to sit for the PMI-ACP® Exam. In addition, all of the information you have gathered such as education, general project experience hours, Agile project experience hours, and Agile specific training hours will all be very valuable when you start the application process.

September 30, 2014September 29, 2014 Linky

How to Overcome Challenges of Upgrading Legacy Systems

Recently we spoke to a project manager, Jason Ingel, who shared a story about a complex multi-year legacy application upgrade project. This is part of the Success Stories Shared initiative whereby experienced project management practitioners share project stories and lessons learnt.

A Credit Card Decision Engine Upgrade

It was a multi-year project for a Credit Card Decision Engine upgrade for a Tier 1 Financial Services company. The upgrade was for a legacy application that was never upgraded since its inception, 10 years before.

What made it complex, is the fact that much in-house customisation was done on the system, which was mostly undocumented. The technical teams had to do a deep dive analysis to decide what parts had to be upgraded and which had to be decommissioned. All new customisation had to be supportable, under warranty. It was a 2-year project that was fully outsourced with 20 off-shore team members as well as an in-house team.

Agreement and Commitment

During the Analysis and Design Phases, extensive analysis was done and the project manager (PM) ensured that the business signed off on each part of the required functionality. No development was started until sign-off was obtained. This covered the project team if the business changed their mind later on.

The project team had a strong technical lead and a 100% commitment across a very technical team, consisting of outstanding senior analysts, with great skills. This made it much easier to manage such a big project team.

The PM also worked with a client project manager who cooperated very well and was very professional, and had a very good depth of knowledge for a Business PM.

Challenges

Much over-time work was required towards the end for User Acceptance Testing (UAT) due to business users not being available when required.

About 3 months’ worth of business user testing was required. The project team had to work over week-ends to make up lost time. There was an external deadline that had to be honoured. There were also dependencies on this project from other projects.

The technical resources including off-shore based team members, needed to have face-to-face workshops with the client while doing analysis. Much preparation was required for bringing offshore resources to South Africa. They had to stay from 2 weeks to 3 months and some found it hard to adjust to local circumstances.

Read more …

September 22, 2014May 23, 2016 Linky

How to Understand the Dynamics of a Project Team

By Natalie Athanasiadis

The saying “no man is an island” becomes especially true on a project. Working on a project usually means working within a team. Whenever two or more people are put together, the potential for issues and conflict cannot be ignored. The dynamics of a team are difficult to predict and are shaped by team members’ similarities and differences. Understanding and working with group dynamics is key to ensuring positive project results.

Communication

Clear communication is the cornerstone of a successful team, and absolutely vital to the success of a project. It is a project manager’s responsibility to give clear direction and advice and to empower each team member to execute his or her tasks confidently. The lines of communication should be kept open at all times. Team members need to feel comfortable raising any issues with their management team. This helps to foster a flexible team that’s able to respond swiftly to crises or unexpected changes. On the other hand, if communication is unclear and team members are not encouraged to give feedback, the team becomes dysfunctional and results suffer.

Innovative thinking

How innovative a team is, depends to a great degree on the atmosphere of their working environment. A team that feels stifled cannot be creative, no matter what the credentials or talents of its individual members. Criticism should be structured in a constructive manner, a positive, supportive atmosphere that rewards innovation needs to be fostered, one which encourages team members to take creative and calculated chances. This also enhances the problem-solving capabilities of the team.

Motivation to succeed

Leaders who try to intimidate their team members into performing are barking up the wrong tree. Motivation is what makes team members excited to contribute and even go above and beyond the call of duty. On the other hand, unmotivated team members will try to get by doing just the bare minimum, which will have a huge impact on quality. Understanding what motivates team members will enable leaders to find the right incentives.

Trust

Team members need to trust each other to be able to work well together and it takes time to build a cohesive team. Observe your team members closely and you will find that some might try to conceal their weaknesses from their colleagues, while others might lack the confidence to let their abilities shine. A project manager needs to understand the strengths and weaknesses of his or her team in order to build a climate of trust and mutual respect.

Team dynamics are not only complicated but can also have a huge impact on the success of a project, regardless of the abilities of each individual team member. A good project manager should be able to help a team to reach its maximum potential in terms of efficiency and ability.

About the Author: Natalie Athanasiadis is a PR and digital marketing guru specializing in working with large organisations in the project management field including Unispace. Get social with her on Twitter @natalieathana

September 18, 2014February 14, 2022 Linky

The Professional Project Manager

Project Manager (PM Level 1)

As a follow up from the previous article about project management as a profession, this article will discuss the levels of project managers in more detail.

Project Management South Africa (PMSA) have registered three designations for project managers.

A project manager has earned this designation when fulfilling the full spectrum of responsibilities associated with project management being the core focus in their working environment. A PM will have obtained an appropriate first degree / qualification or accreditation and built up the required years of experience performing the role of project managers taking multiple projects through the life-cycle over the required period of time. Project managers maintain a high ethical standard and a minimum endeavour to comply with the principles of the Code of Conduct.

Awarding Criteria

Knowledge: An industry relevant tertiary qualification or a certification/accreditation plus five years of relevant experience.	Practical experience should show skills, experience and commitment. Three years of managing projects of low complexity through full life-cycle.	Signs and adheres to the prevailing PMSA Code of Conduct	Competence: In the process of developing ability in each competency area.
Commitment	Member of a professional body for a minimum period of one year.Engage in activities required to maintain registration and further their professional development and current knowledge

Senior Project Manager (PM Level 2)

A senior project manager earns this designation when they have actively chosen to pursue a career in project management within the field they originally qualified. They will have the technical knowledge associated with their first degree / qualification and related experience. They will have made the professional commitment to obtain one or more, further qualifications, certifications or accreditations related to project management.

A senior project managers will have applied their knowledge to deliver projects through the complete life-cycle on multiple projects of varying complexity for a period of at least 6 years.

Senior project managers will have membership with a relevant professional body to gain knowledge into current trends and best practices and to share their knowledge with peers. They maintain a high ethical standard and comply with the principles of the Code of Conduct.

The awarding criteria

Knowledge: An industry relevant tertiary qualification and any formal short learning in Programme / project management of 120 hours or certification, accreditation in a recognised methodology at the advanced level (PMP, IPMSA and completion of one renewal cycle of such.	Practical experience demonstrated ability to practice in a chosen PM methodology. Experience will include 3 years low complexity, and three years moderate complexity taking projects through the complete life cycle.	Members of at least one relevant project management association and participation in activities, like presenting. Signs and adheres to the prevailing PMSA Code of Conduct.	Competence: Developed ability in each competency area.
Commitment	Adopted and conform to Code of Ethics of professional body. Member of a professional body for a minimum period of one year. Engage in activities required to maintain registration and further their professional development and gather required number of points.Engage in activities required to maintain registration and further their professional development and current knowledge.

Professional Project Manager (PM Level 3)

A professional project manager earns this designation when they reached a level of proficiency associated with an expert in the practice of project management.

This designation is awarded based on an individual’s portfolio of evidence as well as peer interviews in which proficiency, namely knowledge, skill, attributes and emotional intelligence, are analysed. It reviews a candidate’s past work in terms of consistent excellence across multiple projects of a required size and complexity, ongoing professional development and contribution to the growth of the discipline.

Awarding criteria

Knowledge: An industry relevant tertiary qualification and a qualification in project management.	Practical experience would show a skill level of advanced or expert ability to practice in a chosen PM methodology. Experience would equal ten years in managing moderate to highly complex projects.	Membership and active participation in a professional project management association. Signs and adheres to the prevailing PMSA Code of Conduct.	Competence: Attributes would demonstrate traits required of an expert including emotional intelligence, leadership, decision making and problem solving. Developed expert or advanced ability in each competency area.
Commitment	Adopted and conform to Code of Ethics of professional body. Member of a professional body and made a tangible contribution for a minimum period of one year. Made a contribution to the Body of Knowledge or future project managers through active engagement, research, sharing of best practices and mentorship. Engage in activities required to maintain registration and further their professional development and gather required number of points.

What should you do next

If you are based in South Africa, you are encouraged to visit the Designations FAQ.

Once the system is available, you can activate membership and populate your member profile.

Once you understand the designation criteria, you need to upload all relevant documentation. When invited to do so, make an application for the relevant designation.

Welcome to the world of Professional Project Managers!

September 15, 2014September 14, 2014 Linky

Project Management as a Professional Designation

The purpose of this article is to look at project management as a profession, the characteristics of a professional, the career path and levels of project managers and how to register it as a designation.

A Profession would have the following elements:

Source: Project Management South Africa

When we talk about a professional project manager, what does that really mean?

Characteristics of a Professional

In a profession, people would be expected to have certain characteristics. Here are some of those:

Advanced education and expertise
Membership to professional bodies
Implicit adoption of that organisation’s ethics
Commitment to continual professional development and learning
Sense of responsibility to the wider public
Consistent exercise of discretion and judgement

Professionals would have a qualification, an accreditation and/or certification. Let’s look at the definitions to be clear on what each means.

Qualification – A learning outcome as a result of formal tuition. In South Africa it is what is recognised on the National Qualifications Framework (NQF) at the different levels.

Accreditation – Recognition provided to a candidate in accordance with the criteria of a specific organisation or institution typically based on a combination of knowledge and demonstrated ability.

Certification – Certification is often needed to work in some trades. It usually means an individual has passed a trade test administered by a recognised authority. Possessing a certificate of completion of a course is typically not the same as being certified.

Registration – A Professional Registration gives a license to operate and to practice within a scope of operation and to take responsibility for the work. It provides authority to perform a certain scope of work without supervision. The registration is typically a statutory requirement.

Designation – In the South African context designation is a job title. It’s the title conferred by the South African Qualification Authority (SAQA) recognised professional body that could be statutory or non-statutory, based on certain criteria defined by the professional body.

SAQA aims to work with professional bodies towards:

Progressing professions by working with those professional bodies that meet the criteria for recognition and with these bodies, regulate professional designations.
This promotes public awareness of these professional designations, inspiring pride in the profession, and sets the scene for public protection by requiring adherence to a code of professional conduct.

By recognising and formalising designations, professional bodies contribute to the development of career paths as well as promoting continuous professional development within the profession.

Project Management Landscape

The South African Department of Higher Education and Training named Project/Programme Management the 5^th most scarce skill in South Africa. Project Management South Africa (PMSA) aims to provide a career path framework through qualifications, training, accreditation etc. The following designations have been registered:

Project Manager
Senior Project Manager
Principal Project Manager

Ongoing professional development is also enabled. The following image depicts a typical career path:

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August 26, 2014December 22, 2021 Linky

Social Media and Project Management in South Africa

This week it was my privilege to be interviewed by Jerry Ihejirika, a project management blogger from Nigeria in his new series called “Project Management for Africa”.

According to Jerry I’m one of the most active African Project Managers on Twitter (@virtualpm) and for that reason as well as my passion for project management, he chose me to interview, using Twitter. I thought it was an innovative medium to use to conduct the interview and a good example of the power of social media to promote our profession.

Below is an extract of the interview that I wanted to share with my community too.

When exactly did you venture into project management and what informed your decision?

I’ve been in the project management profession since 1999. I’m an accidental Project Manager, and I love working with teams and the satisfaction of achieving goals.

As someone who is passionate about project management, what’s the best project management advice you’ve ever received?

From both advice and my experiences: “Always be planning, always be communicating, and always build relationships.”

What’s the level of awareness of project management in South Africa?

In South Africa, there is a growing level of awareness and appreciation of project management as a professional designation. We have a Body called SAQA (South African Qualifications Authority) which has officially recognised project management as a professional designation with career path. It’s also required by corporate employers for a Project Manager to have a PMP (certified) status, especially when applying for senior roles.

Is there any recognized national PM body in South Africa to help promote and advance Project Management in the country?

Yes, Project Management South Africa, or PMSA, representing project management practitioners across all sectors. They have monthly meetings in major cities, a biennial national conference, national printed magazine; we also have PMI chapters whose members meet monthly.

You’re one of the advocates of social media in project management. Do you think social media has a role to play in project management?

Yes, and for different reasons. Some of the benefits of social media in project management include improved collaboration, cost savings, best practice sharing, and networking.

How do you think social media can be utilized to promote and advance project management in Africa?

Through our project management blogs; sharing of project success stories; creating LinkedIn interest groups; leveraging Twitter, podcasts, videos, Google+, and PM Flashblog initiatives.

How would you rate the level of awareness of project management in Africa?

Project management as a designation will contribute to the development of career paths; and also through promoting continuous professional development. In South Africa, we have a national conference by end September with theme: Growing project management in Africa. (See events page for more details.)

Wow, that’s good, and there’s also a national conference in Nigeria by September tagged “Project Management Development in Nigeria” being organized by ProMaCon.

That’s good for raising the awareness of value of project management in Africa.

What advice would you give to a Project Manager who’s planning on incorporating social media in his/her project management profession?

For use of social media on projects, you need a social strategy that’s specific to your organisation’s business objectives, challenges, and culture. You also need to have an adaptable, step-by-step, ongoing formula to bring social media into projects. You can also use social media to build your professional project management career by having a strategy with tactics to communicate on each social media channel.

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