NYS PM Community of Practice and PMI UNY Chapter

Professional Certification for Project Managers: Options and Preparation Recommendations

A Government Technology Conference Partners in Learning Event September 22, 2005

Agenda PMI and the Upstate NY Chapter

Diana Pinto, PMP - NYS Thruway Authority
- VP Communications and Publicity, PMI Upstate New York Chapter

PMI Certifications
Jon Haverly, PMP - Keane, Inc.
- VP Education and Certification, PMI Upstate New York Chapter

PMP/CAPM Preparation Panel Discussion

NYS and Private Industry Certified Professionals
- Facilitator - Jonathan Blake, PMP Keane, Inc

PMBOK Third Edition

Jon Haverly, PMP Keane, Inc.

PM Competencies
Enhances growth opportunities
Future company leaders Process applicable across all industries and professions Build a reputation and network

Create high visibility for successful project results

Improved relationship with organization leadership and stakeholders

PM Approach
Aligns project execution with organizational strategy
Project management yields a high return for the organization Project management is seen as a strategic imperative

Project management helps ensure consistent, predictable and successful project outcomes through:
Proper planning Refined resource projections Structured performance measurement Expanded communications Improved risk management

Project Management Institute

One of the fastest growing professional organizations in the world Support activities include: Sponsor events & training Professional development & networking SIGs (Special Interest Groups) Education and knowledge acquisition Career advancement and professional standing Administer the PMP & CAPM exam PM Network Magazine

Website: pmi.org

PMI today
Membership represents a truly global community with over 100,000 professionals, representing 125 countries.

The Institute maintains the Project Management Body of Knowledge (PMBOK); the nine disciplines a project manager must master, and the Project Management Professional (PMP) credential program.

PMI Members

100,000

120,000

140,000

160,000

20,000

40,000

60,000

80,000

0
2,545 3,503 3,363 4,406 4,905 5,272 5,699 5,883 6,570 7,356 7,744 8,413 8,817 9,803 12,053 17,059 25,004 31,333 43,101 54,998 70,035 86,698 99,483 123,000

19 19 19 19 19 19 19 19 19 19 20 20 20 98 00 02 04 96 94 92 90 88 86 84 82 80

Increasing Membership

153,000

PMI Membership Growth Since 1980

Chaos Report Update Findings from the study of 30,000 IT projects

1994 Project time overruns (over original estimate) Project cost overruns Project success rate (on time, on budget, within scope) Failed 222% 2003 63%

189% 16%

49% 28%

31%

23%

Source: Standish Group International CHAOS Chronicles, 2001

Increased Success Percentage of PMOs That Report Increased Project Success

65%
The age of a PMO has an increasing effect on improving project success. Furthermore, the longer a PMO is in existence, the more likely a company is to track project success.

37%

1 year old PMOs

5 year old PMOs

Source: 2003 PMO Survey by PMI and CIO Magazine

PMP Certificate Highest Paying IT Certifications

(Premium Pay as a Percent of Base Pay)
PMP Certified IS Sec urit y Professional Orac le Cert ified Professional Cisc o Cert ified Net work Professional Mic rosoft Cert ified Db Administ rator 16%

11%

11%

PMIs Project Management Professional (PMP) certification is the most valued certification in the IT field

10%

10%

Source: 2003 Foote Partners LLC Certifications Pay Index

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PMP Certifications

Growth in PMI PMP Certification

105,000 95,000 85,000 75,000 65,000 55,000 45,000 35,000 25,000 15,000 5,000 1998 1999 2000 2001 2002 2003 2004
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Total PMPs

PMI Local Chapters

As a PMI member, you are invited to join a chapter in your area. Chapter membership puts you in contact with a local "network of expertise" and ongoing opportunities for face-to-face contact with peers from a wide variety of organizations and industries.

Currently there are over 240 chartered and approximately 20 potential chapters geographically dispersed over 67 countries.

Chapters advance the mission and objectives of PMI by promoting professional standards and practices. Ongoing professional development is a key benefit to membership and is supported at the chapter level through activities, meetings, and educational programs.

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UNY Chapter History

The Project Management Institute Upstate New York Chapter was founded in 1977. Incorporated 2001.

This chapter is the seventh oldest of the 240 chartered chapters throughout the world. The UNY membership is comprised of about 350 professionals from dozens of companies and a wide variety of industries.

The diversity of the UNY Chapter provides an environment for learning about all aspects of project management and networking across industries.

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UNY Strategic Plan Effort Vision: To be a recognized leader in promoting professional project management within the business, education, and government communities of Upstate New York

Developed mission with specific goals & measures

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UNY Chapter Mission

To serve Upstate New York project management professionals by: Advancing the project management profession Fostering project management best practices Providing project management networking opportunities Serving as a resource for PMP certification

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UNY Membership
500 450 400 350 300 250 200 150 100 50 0 2002 2003 2004 2005

Total UNY Members

325 235 140 175

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Upstate New York Chapter

Board comprised of 11 volunteer positions elected for two year terms. 2005-2006 Officers:

President: Norine A. Kenny VP, Membership: Eileen Armstrong Treasurer: Matt Beekman Assistant Treasurer: Mike Peters VP, Communications and Publicity: Diana Pinto VP, Education and Certification: Jon Haverly VP, Programs: Karen Huggins VP, Special Projects: Kathy Martucci Secretary: Bruce Oswald

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Committee Members The Board is supported by committees:

Communications & Publicity: Lisa Richardson Special Projects: Kris Sprague Education & Certification: Lari Greenleaf & Randy Peet Programs - Facilities & Reservations: Susan Mardon & Karin Silvernale

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UNY Local Chapter Supports

Advancement of PM profession through: Monthly dinner meetings PMP Preparation Workshop Job posting service Quarterly Newsletter: UNY Baseline Chapter library

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Monthly Meetings
3rd Wednesday, September-May (except December) May meeting agenda- construction project Meet at Italian Community Center on Washington Ave Ext in Colonie Dinner begins 6pm Presentation ends 8pm

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Upcoming Meetings
Oct 19- Baghdad, between Iraq and a hard place Nov 16- Project Management as a Strategic Partner Jan 18- Conflict Management Feb 15- Reflections of Organizational Change Mar 15- Benita Zahn speaking on Getting More Joy from Life Apr 19- Portfolio Project Management May 17- Construction tour

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Next Steps
Local Chapter Website: pmi-uny.org

Diana.pinto@thruway.state.ny.us

Questions???

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Project Management Institute

PMI Certifications

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Two Levels of PMI Credentials

PMP Project Management Professional

Experienced PMs

CAPM Certified Associate in Project Management

Project team members Early stage project management practitioners who will use the CAPM as a stepping stone to the Project Management Professional (PMP) Students at either the undergraduate level or graduate level
More information at www.pmi.org

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Why Certify?

Many corporations require that for individual advancement within the corporation or for employment, the individual have the PMP credential.

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PMP Certification Changes

Starting in September, 2005 the PMP Exam will be based on the PMBOK Third Edition. In addition, there will be numerous other changes to the PMP Certification Process. Change #1: The Passing Score on the PMP Exam will be Increased to 81.7%. Change #2: The Bar for Exam Eligibility will be Raised Significantly
Must have led and directed tasks, not just performed

Change #3: Project Contact Info will be Collected to Verify Your Experience.

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Qualifications for PMP/CAPM

Education Experience Exam Code of Professional Conduct

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PMP Education & Experience

Category 1: Baccalaureate or equivalent degree Experience documented dates back at least 3 years from date of application. Months of experience documented is at least 36 (not counting overlaps and gaps). Experience documented does not date back farther than six year from date of application. Experience documented totals at least 4,500 hours of PM experience. 35 contact hours of project management education.
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PMP Education & Experience

Category 2: High School diploma Experience documented dates back at least 5 years from date of application. Months of experience documented is at least 60 (not counting overlaps and gaps). Experience documented does not date back farther than eight years from date of application. Experience documented totals at least 7,500 hours of PM experience. 35 contact hours of project management education.

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CAPM Education & Experience

High School diploma Experience documented totals at least 1,500 hours of PM experience
OR

23 hours of project management education.

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Contact Hours for Education

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Application Process
Can apply for PMP online! Application Form
Total hours spent in the 5 PM process areas

Experience Verification Forms one for each project

Hours spent in each of the 5 PM process areas Summary of deliverables you managed for that project

Project Management Education Form

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Exam Costs

PMP Exam fee: PMI member non-member CAPM Exam fee: PMI member non-member $225 $300 $405 $555

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The Exams
PMP
200 multiple choice questions 4 hours to complete the exam

CAPM
150 multiple choice questions 3 hours to complete the exam

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Continuing Certification Requirements

PMP
60 PDUs within a three year cycle OR retake the Exam

CAPM
Good for 5 years No recertification, must retake the CAPM Exam or apply for PMP

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Obtaining Professional Development Units

Attending Formal Project Management Education Leading Formal Project Management Education (PMI UNY Prep Class!) Attending PMI UNY Chapter Meetings Volunteering for PMI UNY Board or Committee position Professional Experience Author or co-author a published PM article Speaker on a PM topic

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PMP/CAPM Resources
PMI: www.pmi.org
list of Registered Education Providers book store UNY PMI Chapter PMP Prep Classes UNY PMI Chapter Library

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PMP/CAPM Resources
Rita Mulcahys Exam Prep (www.rmcproject.com) Crosswinds PMP Certification Exam manual (www.crosswindpm.com) Pearson Educations Passing the PMP Exam Andy Crowes How to Pass the PMP Exam on the First Try PMStudy.com (sample tests) PMP_CERT Yahoo! Discussion Group

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Thank You!

Questions?

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Test Taking and Preparation

Panel Discussion
Charlene DeFruscio, PMP, NYS OSC Karin Silvernale, CAPM, NYS DEC John Taormina, PMP, Ikon Solutions Michael Leitch, PMP, Gartner Group Jim Duncan, PMP, Keane, Inc. Mahesh Nattanmai, PMP, Keane, Inc.

Facilitator:
Jonathan Blake, PMP, Keane, Inc.

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Project Management Institute

PMBOK, Third Edition Overview

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PMBOK Third Edition

generally accepted on most projects most of the time

generally recognized as good practice on most projects most of the time

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PMBOK Third Edition

Supercedes PMBOK 2000 Over 1 million in Use ANSI National Standard 216 vs. 403 pages More Tools/Techniques Added More Practical Examples Added Ensure Consistent Terminology Correct Errors

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PMBOK Third Edition

Expands Emphasis on Process Groups Expands Initiating Process Controlling and Monitoring Process Organization Process Assets Enterprise Environmental Factors Project Management Plan Formalized Constraints / Assumptions Removed as Inputs Core / Facilitating Definitions Deleted Process Flow Diagrams Added

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Knowledge Areas
Processes increased from 39 to 44
Seven added
- 4.1 Develop Project Charter - 4.2 Develop Preliminary Project Scope Statement - 4.5 Monitor and Control Project Work - 4.7 Close Project - 5.3 Create Work Breakdown Structure - 6.3 Activity Resource Estimating - 9.4 Manage Project Team

Two deleted
- 5.1 Initiation - 7.1 Resource Planning

Thirteen renamed (verb-noun)

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A Cookbook Approach (ex: Quality Planning):

Project Integration
Biggest changes here from 3 to 7! Project Charter now a Process Preliminary Project Scope Statement Describes Project Plan Development Also Added:
Direct and Manage Project Execution Monitor and Control Project Work Close Project Process

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48

49

Scope Management
Scope Planning centers on management Scope Definition delivers scope statement Create WBS is new process, not output Scope Verification accepts deliverables Scope Control uses variance analysis Requested vs. accepted changes

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Time Management
Activity Definition uses rolling wave Planning components are new tools Activity Resource Estimating moved from Cost PERT replaced by three-point estimates Schedule Development has more tools Nine outputs vs. three from Schedule Control

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Cost Management
Resource Planning moved to Time Reserve analysis added to cost processes More tools added to Cost Budgeting EVM in Cost Control vs. Performance Reporting EVM now performance measurement analysis Old terms (BCWS, BCWP, ACWP) dropped Variance management plans for variances

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Quality Management
Operational definitions now Quality Metrics Outputs now include Quality Baseline Distinction between planning and control tools Quality Assurance centered on process Quality Control centered on product

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Human Resources Management

Better explanation of organization charts Networking recognized as tool Virtual teams, ground rules, issues log added Manage Project Team process added Conflict Management recognized as tool

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Communications Management
Manage Stakeholders added as process Issue resolution key to Manage Stakeholders Administrative Closure process removed and is input to Close Project Communications Requirements Analysis Lessons Learned Process recognized as tool EVM moved to Cost Control

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Risk Management

Few changes in Risk Management Increased focus on opportunities vs. threats Risk Identification uses Risk Breakdown Structure Risk Register output from risk identification

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Project Procurement Management

Updated to include a consistent use of the terms buyer and seller Removed words procure and solicit Added a process on seller performance evaluation Cost Reimbursable contracts specified Better definition of planning outputs Qualified Sellers List now an output

Sources: PMBOK, Third Edition & Cheetah Learnings PMBOK Comparison Guide

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Whats It Mean to You?

Better, More Up-to-Date Tool Improved Project Context Updated Tools and Techniques Confusing Material Clarified Better mapping of inputs and outputs Still no templates Still doesnt include professional responsibility Basis for exam as of September 2005

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Thank You!

Questions? Jon_Haverly@Keane.com

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