Webinar Recording Certification Updates: PMP®, CAPM® & PMI-ACP® What to Expect in our Updated Products and Classes The Project Management Institute® (PMI) has updated their book A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This webinar will address many common questions regarding the update and how it applies to the different exam changes and the preparation needed for these exams. We will Help Answer the Following Questions and More: -How will the changes effect the certification exams? -What changes have been made to RMC’s products and classes? -How can these resources help me prepare? -PMO departments or Human resources leaders considering certification within your organization, when is the best time for your team members to prepare for the exam? Access Recording: https://attendee.gotowebinar.com/recording/3369010670599858178
Webinar Recording Certification Updates: PMP®, CAPM® & PMI-ACP® What to Expect in our Updated Products and Classes The Project Management Institute® (PMI) has updated their book A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This webinar will address many common questions regarding the update including, how it affects the different exams and what preparation is needed for these exams. We Will Help Answer the Following Questions and More: -How will the changes effect the certification exams? -What changes have been made to RMC’s products and classes? -How can these resources help me prepare? -When is the best time for your team members to prepare for the exam (PMOs & HR Leaders)? Access Recording: https://attendee.gotowebinar.com/recording/3709375488971964162
It is understandable and healthy to question the value of certifications.
- Are they worth it?
- Are they just money-making schemes for the certification creators?
- Do hiring managers even care if you have a certification?
There is also a wider discussion around certifications in general that include ideas such as:
- Being certified does not equate to experience or suitability to a role
- People can be certified and “book-smart” but terrible at managing people
- A crafts-person does not need credentials, their work shows their value
These are all valid points, and everyone should make up their own mind before deciding whether to pursue a credential.
The most difficult part of discovering and analyzing requirements on agile teams is determining how much detail is needed and when we should discuss the details. Early advocates of agile approaches, like SCRUM, emphasized a high level product vision at the beginning of development and then quick, lightweight user stories to support the vision detailed before each sprint. They suggested that we don’t need to get into any details until sprint planning. But as more and more teams are attempting to use agile approaches, the challenges of this requirements approach are exposed.
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.
We teach prioritization techniques in many of our classes and many of the conversations we have at conferences and meetings are about how challenging it can be to get a group of people to agree on project priorities or even individual aspects of a product. As I was working on my 2017 strategic plan, I decided to write a short post on prioritization and metrics.
As a program manager at RMC Learning Solutions I have to prioritize projects and make recommendations to my management. We have many ideas for new courses, products, and services which are competing for our time. Prioritizing requires us to assess the expected value of an idea against its expected cost and then compare it to other ideas.
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?
Listening to everyone’s excitement yesterday over the win of the NBA title of Cleveland over Oakland was great. I thought the sportscaster I listened to made a very astute observation. While everyone believes LeBron James is a great player, maybe the best in the league, this person’s observation was that Oakland was made up of better players but that Cleveland actually has a better team.
That’s a great comment and one that is likely quite true.
Every organization uses job titles as a way of describing the contribution of an individual employee. Titles are important within an organization for employees to understand their role and their relationships with other employees. But titles are often meaningless outside a particular organization. When someone is looking for skills training or professional development opportunities for their role, it is sometimes difficult to match a job title with a skill description.