This two page reference describes the industry standard requirement types (as defined in BABOK® GuideandPMBOK® Guide). It also describes how to use each type for current (as-is) and future (to-be) state analysis.
Do you want to control your projects instead of having them control you? Managing risks could be the answer, but avoiding the mistakes others have made is key to overall project success. Here is a list of the most common risk management mistakes as well as tips on how to avoid them.
It’s that time again. The Project Management Institute (PMI) is updating their book A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This occurs about every five years. It’s PMI’s way of keeping the book current with today’s project management practices. For RMC it means that all of our books, software, and classes have to be revised to stay in alignment with the PMBOK® Guide. It also provides us with the opportunity to make other changes to our products and courses so we can deliver the best possible learning experiences. As the Lead Developmental Editor I am managing all updating efforts for our upcoming PMP Exam Prep book in collaboration with RMC Learning Solutions Owner Tim Mulcahy. And we are hard at it. RMC’s flagship product, Rita Mulcahy’s ™ PMP® Exam Prep book, is undergoing extensive changes. Many are driven by updates found within the PMBOK® Guide, while…
Project managers spend 90 percent of their time on communication related activities; yet communication is reported to be the No. 1 problem on projects.
Consider the following example: While planning one of my projects, my core project team assessed our sponsor, “William”, to have high influence but low interest in our project. William would routinely arrive late to meetings, be distracted by his phone, and leave early saying he had more important meetings to attend. When he was present, his gloomy attitude affected the rest of the team. They did not want to speak up in front of him fearing that they may have to face his disdain.
It seems that certifications are under attack. In the past several months I’ve heard that corporations are no longer interested in having their employees obtain any certifications. This rant is not limited to the PMP®. Indeed, it is said that companies are now solely interested in skills training. On one level this makes sense. Why should a company care whether their employees are certified project managers, business analysts or Scrum Masters so long as they are able to perform those functions? What good are certifications, anyway?
Understanding vs. Memorization
Why does RMC focus on understanding rather than memorization? As RMC’s project management practice leader I’m often asked: “why can’t I just memorize the process names, inputs, tools, techniques, and outputs (ITTOs) and pass the exam?” The answer to this question is quite simple. Understanding works, memorization does not, especially in the context of the PMP® exam. Let’s discuss understanding vs. memorization.