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 • SIG’s (Special Interest Groups) • Education and knowledge acquisition • Career advancement and professional standing • Administer the PMP & CAPM exam • PM Network Magazine

Website: pmi.org


the nine disciplines a project manager must master. 6 . and the Project Management Professional (PMP®) credential program. The Institute maintains the Project Management Body of Knowledge (PMBOK).000 professionals.PMI today Membership represents a truly global community with over 100. representing 125 countries.

PMI Members 100.000 80.803 12.698 99.000 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 153.570 7.883 6.363 4.000 120.101 54.356 7.545 3.000 40.000 60.000 140.272 5.000 160.059 25.817 9.333 43.503 3.406 4.483 123.004 31.000 PMI Membership Growth Since 1980 7 .053 17.000 20.905 5.000 0 2.744 8.998 70.035 86.413 8.699 5.

000 IT projects 1994 Project time overruns (over original estimate) Project cost overruns Project success rate (on time. on budget. 2001 8 .Chaos Report Update Findings from the study of 30. within scope) Failed 222% 2003 63% 189% 16% 49% 28% 31% 23% Source: Standish Group International – CHAOS Chronicles.

Increased Success Percentage of PMO’s 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 9 .

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% PMI’s Project Management Professional (PMP®) certification is the most valued certification in the IT field 10% 10% Source: 2003 Foote Partners LLC – Certifications Pay Index 10 .

000 85.000 75.000 25.000 95.000 65.000 1998 1999 2000 2001 2002 2003 2004 11 Total PMPs .000 15.000 45.000 55.000 35.000 5.PMP Certifications Growth in PMI PMP® Certification 105.

Currently there are over 240 chartered and approximately 20 potential chapters geographically dispersed over 67 countries. you are invited to join a chapter in your area. and educational programs.PMI Local Chapters As a PMI member. Chapters advance the mission and objectives of PMI by promoting professional standards and practices. 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. Ongoing professional development is a key benefit to membership and is supported at the chapter level through activities. meetings. 12 .

13 .UNY Chapter History The Project Management Institute Upstate New York Chapter was founded in 1977. Incorporated 2001. 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. This chapter is the seventh oldest of the 240 chartered chapters throughout the world.

UNY Strategic Plan Effort Vision: To be a recognized leader in promoting professional project management within the business. and government communities of Upstate New York Developed mission with specific goals & measures 14 . education.

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 15 .

UNY Membership 500 450 400 350 300 250 200 150 100 50 0 2002 2003 2004 2005 Total UNY Members 325 235 140 175 16 .

Kenny VP. Education and Certification: Jon Haverly VP. Programs: Karen Huggins VP. Communications and Publicity: Diana Pinto VP. Special Projects: Kathy Martucci Secretary: Bruce Oswald 17 . Membership: Eileen Armstrong Treasurer: Matt Beekman Assistant Treasurer: Mike Peters VP.Upstate New York Chapter Board comprised of 11 volunteer positions elected for two year terms. 2005-2006 Officers: President: Norine A.

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 18 .

UNY Local Chapter Supports Advancement of PM profession through: Monthly dinner meetings PMP Preparation Workshop Job posting service Quarterly Newsletter: UNY Baseline Chapter library 19 .

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 20 .Monthly Meetings 3rd Wednesday.

Benita Zahn speaking on “Getting More Joy from Life” Apr 19. between Iraq and a hard place Nov 16.Project Management as a Strategic Partner Jan 18.Portfolio Project Management May 17.Baghdad.Upcoming Meetings Oct 19.Conflict Management Feb 15.Construction tour 21 .Reflections of Organizational Change Mar 15.

ny.Next Steps Local Chapter Website: pmi-uny.pinto@thruway.state.us Questions??? 22 .org Diana.

Project Management Institute PMI Certifications 23 .

Two Levels of PMI Credentials PMP – Project Management Professional • Experienced PM’s 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 24 .

the individual have the PMP credential.Why Certify? Many corporations require that for individual advancement within the corporation or for employment. 25 .

7%. Change #1: The Passing Score on the PMP Exam will be Increased to 81. In addition. 2005 the PMP Exam will be based on the PMBOK Third Edition. Change #2: The Bar for Exam Eligibility will be Raised Significantly • Must have led and directed tasks.PMP Certification Changes Starting in September. 26 . there will be numerous other changes to the PMP Certification Process. not just performed Change #3: Project Contact Info will be Collected to Verify Your Experience.

Qualifications for PMP/CAPM Education Experience Exam Code of Professional Conduct 27 .

35 contact hours of project management education.500 hours of PM experience. 28 . Months of experience documented is at least 36 (not counting overlaps and gaps).PMP Education & Experience Category 1: Baccalaureate or equivalent degree Experience documented dates back at least 3 years from date of application. Experience documented does not date back farther than six year from date of application. Experience documented totals at least 4.

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

CAPM Education & Experience High School diploma Experience documented totals at least 1.500 hours of PM experience OR 23 hours of project management education. 30 .

Contact Hours for Education 31 .

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 32 .

Exam Costs PMP Exam fee: PMI member non-member CAPM Exam fee: PMI member non-member $225 $300 $405 $555 33 .

The Exams PMP • 200 multiple choice questions • 4 hours to complete the exam CAPM • 150 multiple choice questions • 3 hours to complete the exam 34 .

Continuing Certification Requirements PMP • 60 PDU’s 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 35 .

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 36 .

org • list of Registered Education Providers • book store • UNY PMI Chapter PMP Prep Classes • UNY PMI Chapter Library 37 .pmi.PMP/CAPM Resources PMI: www.

crosswindpm.rmcproject.PMP/CAPM Resources Rita Mulcahy’s Exam Prep (www.com) Pearson Education’s Passing the PMP Exam Andy Crowe’s “How to Pass the PMP Exam on the First Try” PMStudy.com) Crosswind’s PMP Certification Exam manual (www.com (sample tests) PMP_CERT – Yahoo! Discussion Group 38 .

Thank You! Questions? 39 .

Test Taking and Preparation Panel Discussion • Charlene DeFruscio. PMP. NYS OSC • Karin Silvernale. PMP. Inc. Keane. NYS DEC • John Taormina. Keane. Inc. PMP. Inc. PMP. 40 . CAPM. Ikon Solutions • Michael Leitch. Gartner Group • Jim Duncan. • Mahesh Nattanmai. PMP. Keane. PMP. Facilitator: • Jonathan Blake.

Project Management Institute PMBOK. Third Edition Overview 41 .

PMBOK – Third Edition “generally accepted on most projects most of the time” “generally recognized as good practice on most projects most of the time” 42 .

403 pages More Tools/Techniques Added More Practical Examples Added Ensure Consistent Terminology Correct Errors 43 .PMBOK – Third Edition Supercedes PMBOK 2000 Over 1 million in Use ANSI National Standard 216 vs.

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 44 .

1 Develop Project Charter .1 Resource Planning • Thirteen renamed (verb-noun) 45 . Monitor and Control Project Work .6.4.Knowledge Areas Processes increased from 39 to 44 • Seven added .4 Manage Project Team • Two deleted .2 Develop Preliminary Project Scope Statement .4.3 Create Work Breakdown Structure .1 Initiation .3 Activity Resource Estimating . Close Project .

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 47 .

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 Learning’s PMBOK Comparison Guide 50 .

Third Edition & Cheetah Learning’s PMBOK Comparison Guide 51 .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 Learning’s PMBOK Comparison Guide 52 . ACWP) dropped Variance management plans for variances Sources: PMBOK. BCWP.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.

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 Learning’s PMBOK Comparison Guide 53 .

Third Edition & Cheetah Learning’s PMBOK Comparison Guide 54 .Human Resources Management Better explanation of organization charts Networking recognized as tool Virtual teams. issues log added Manage Project Team process added Conflict Management recognized as tool Sources: PMBOK. ground rules.

Third Edition & Cheetah Learning’s PMBOK Comparison Guide 55 .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.

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 Learning’s PMBOK Comparison Guide 56 .

Third Edition & Cheetah Learning’s PMBOK Comparison Guide 57 .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.

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 doesn’t include professional responsibility Basis for exam as of September 2005 58 .What’s It Mean to You? Better.

Thank You! Questions? Jon_Haverly@Keane.com 59 .

Sign up to vote on this title
UsefulNot useful