Project Seminars

Managing With Parkinson’s Law

Another consideration when it comes to creating estimates is Parkinson's Law. Parkinson's Law states that work will expand to fill the amount of time it is allotted. Here's an example: you, the project manager, are working with your project team to determine how long each activity will take to complete. Suzie knows that an assignment she'll be completing for the project will probably take 32 hours to complete. Suzie, however, knows that there might be some problems, some snags, or some other delay, so she "pads" the duration estimate by eight hours and tells you it'll likely take her 40 hours to complete the assignment.

Guess what? It'll magically take 40 hours to complete the work. Suzie will either complete the work in 32 hours and not tell you she's done because she reported it'll take 40 hours or she'll ease through the work and use all 40 hours to complete the 32-hour assignment. Another possibility is that Suzie won't start on the actual work until hour eight and she'll pray and hope nothing goes awry in the assignment. The worst possible scenario is that she'll wait until hour eight to begin, things do go awry, and she'll require more than the allotted 40 hours for the work.

There are multiple strategies to combat Parkinson's Law, one of which is the three-point estimate. Another approach is to use a "management reserve" which is a pool of time that all activities may borrow from should their activities go over the allotted completion time. In other words, if a project is estimated to take ten months to complete the project manager will allot approximately 15% additional time for management reserve. The project will, in this instance, take eleven and a half months to complete. As activities are late the time is subtracted from the management reserve. To use management reserve, however, the project manager and the project team must agree to be accurate and as honest as possible when estimating how long activities may take to complete.

Using Management Reserve

Sometimes it's darn near impossible to use management reserve – or to provide an accurate time estimate. This is true if a project of this nature has never been attempted before. When a project has never been attempted before it's called "The First-Time First-Use Penalty." If you've never tried to use a particular type of material, create a particular type of software, or install a new appliance you likely won't know how long it'll take to complete the work until you actually get in and complete the work. It's kind of like the first person that decided to eat a snail – he didn't know they were tasty until he ate one.

Real World Note: The First-Time First-Use Penalty is one of the reasons why it's critical to future project success to keep a lessons learned document and accurate project records of actual time and costs to complete the project work. You're creating future historical information so other projects can glean from your experience.

PMP Study Guide, 3rd Edition

Yes, the updated Third Edition of my PMP Study Guide is in synch with the PMBOK v4. This is a question I get often enough: Is your 3rd edition for the PMP version 4? Yes, it is!

I've totally updated my book to cover every process, theory, and formula of the PMBOK. My book includes nearly 1,000 practice exam questions, video training on the CD, and a handy guide to creating your Exam Passing Strategy. And just so you know, Amazon has a great list price on this title - check it out:

PMP Study Guide, Second Edition, Excerpt

Note: This is an excerpt from my book, The PMP Study Guide.
The end results of projects can result in operations. For example, imagine a company creating a new airplane. This new airplane will be a small personal plane (like one of those bubble cars from The Jetsons) that would allow people to fly to different destinations with the same freedom they use in driving their car. The project team will have to design an airplane from scratch that’d be similar to a car so consumers could easily adapt and fly to Sheboygan at a moment’s notice. The project to create a personal plane is temporary, but not necessarily short term. It may take years to go from concept to completion—but the project does have an end date. A project of this magnitude may require hundreds of prototypes before a working model is ready for the marketplace. In addition, there are countless regulations, safety issues, and quality control concerns that must be pacified before completion.

Once the initial plane is designed, built, and approved, the end result of the project is business operations. As the company creates a new vehicle, it would follow through with their design by manufacturing, marketing, selling, supporting, and improving their product. The initial design of the airplane is the project—the business of manufacturing it, supporting sold units, and marketing the product constitutes the ongoing operations part of business.

Operations are the day-to-day work that goes on in the organization. A manufacturer manufactures things, scientists complete research and development, and businesses provide goods and services. Operations are the heart of organizations. Projects, on the other hand, are short-term endeavors that fall outside of the normal day-to-day operations an organization offers.

On the Job: Let’s be realistic. In some companies, everything’s a project. This is probably true if you work in an organization that completes projects for other companies. That’s fine and acceptable, however since you’re participating in management by working on the project.

Once the project is complete, the project team moves along to other projects and activities. The people who are actually building the airplanes on the assembly line, however, have no end date in sight, and will continue to create airplanes as long as there’s a demand for the product.

Project Manager Needed in Memphis

This looks a like a great job! See the original posting here.

Description: Project Manager (195386)

Job Number: 0127S

Description

CIBER is recruiting for a Project Manager (195386) in Memphis, TN.

Develop and manage project assignments through completion; lead and direct project teams; communicate results

ESSENTIAL FUNCTIONS and RESPONSIBILITIES:
- Identifies required resources; researches project data, procedures and history for a thorough understanding of project direction.
- Generates and analyzes statistical data reports.
- Develops, prepares and manages project plan through completion.
- Coordinates and facilitates project teams; assigns responsibilities to team participants.
- Communicates activity progress to involved parties.
- Resolves issues that arise involving client, when appropriate.
- Prepares and distributes minutes of meetings.
- Transitions program to management personnel.
- Participates in oral presentations.
- Develops and provides training to management and colleagues as needed.
- Supports the Total Performance Management initiative.

SUPERVISORY RESPONSIBILITIES:
- Administers company personnel policies in all areas and follows company staffing standards and training recommendations.
- Provides support, guidance, leadership and motivation to promote maximum performance.
Qualifications

Education & Licensing: |
- Baccalaureate degree with major in Business Administration, Statistics, or Quantitative Analysis from an accredited college or university preferred. Computer Sciences courses preferred.

Experience:
- Five (5) years project management experience with a stable career history with progressive growth
- Five (5)+ years tenure with a middle to large IT organization
- Prefer candidates with perm background, but will consider those with some consulting/contract experience (please indicate contract vs staff positions on resume)
- Strong PM background withe roles served specifically in PM; must have led multiple projects at one time (please indicate on resume)
- Must possess the ability to potentially wear multiple hats/serve in multiple roles (SA, Testing, etc...) as required
- Industry experience in Claims Management would be a plus
- PMP Certification desired

No Corp-2-Corp candidates for this position.

CIBER, Inc. (NYSE: CBR) is a pure-play international system integration consultancy with superior value-priced services and reliable delivery for both private and government sector clients. CIBER's services are offered globally on a project- or strategic-staffing basis, in both custom and enterprise resource planning (ERP) package environments, and across all technology platforms, operating systems and infrastructures. Founded in 1974 and headquartered in Greenwood Village, Colo., CIBER now serves client businesses from over 60 U.S. offices, 25 European offices and seven offices in Asia/Pacific. Operating in 18 countries, with more than 8,500 employees and annual revenue of approximately $1.2 billion, CIBER and its IT specialists continuously build and upgrade clients' systems to "competitive advantage status." CIBER is included in the Russell 2000 Index and the S&P Small Cap 600 Index. CIBER, the Reliable Global IT Services Partner.

Just as we have built our business on the success of our clients, our continued company growth and achievements are built on the success of our team members. At CIBER we believe our employees are our most valuable asset. Upon contact, a CIBER Recruiter will discuss our benefits package in more detail as it pertains to your individual needs. Some highlights of our full benefits package include: paid time off, paid holidays, retirement savings plan, employee stock purchase plan, medical, dental, vision, life & disability insurance, and tuition reimbursement.

CIBER, Inc. is an Equal Opportunity Employer. Please visit us on the web.

Last Chance PMP Boot Camp Special: $1,499

The PMP Exam will change on July 1, 2009. Your last chance to pass the exam with the current exam objectives, scores, and PMBOK version 3 is anytime before June 30, 2009. If you’ve been dragging your heels towards this exam it’s time to get moving - this exam is changing ready or not.

On April 27-30 I’ll be presenting my last public PMP Boot Camp before the exam changes in July. This is your last change to amply prepare to pass the PMP exam before it changes. Because this is the last gasp for the PMP exam we’re running a specially-priced seminar: $1,499 per person.

As an added incentive, anyone who enrolls for this class will also receive 60 days of access to my online PMP Boot Camp - a $199 value as part of the course. The Online PMP Boot Camp is an electronic version of my live seminar - so it’s a great resource for review and additional studying.

Here’s what this four-day PMP Boot Camp includes:

• 4-days of project management instruction
• Autographed copy of my PMP Study Guide
• Over 1,000 PMP practice exam questions
  
• Copy of the PMP Cheat Sheets
• 60 days of access to the online PMP Boot Camp

Space is limited. Call Kelly Favory at Ball State University now to reserve your seat: 317.822.6167.

PMP Study Guide, Second Edition, Excerpt

Note: This is an excerpt from my book, The PMP Study Guide.

Your PMP examination is based largely on the PMBOK. As mentioned earlier, the PMBOK, is not a study guide. But this book is. The following explains what this book will do for you:

• Cover all of the objectives as set by PMI for the PMP examination
• Focus only on exam objectives
• Prep you to pass the PMP exam, not just take it
• Encapsulate exam essentials for each exam objective
• Offer 725 PMP total practice questions
• Serve as a handy project management reference guide
• Not be boring

Every chapter in this book correlates to a chapter in the PMBOK. If you have a copy of the PMBOK, blow the dust off it and flip through its 12 chapters. Now flip through this book and you’ll see that it covers the same 12 chapters in the same order. And there’s a magical Chapter 13. Okay, it’s not magical, but it explains in detail the one-page PMP Code of Conduct which is a major exam objective. Chapter 13 will cover leadership, motivation, and how to balance stakeholder interests. Chapter 13 also introduces the concept of project priorities and dealing with cultural issues.

Each chapter is full of exciting, action-packed, and riveting information. Well, that’s true if you find the PMP exam exciting, action-packed, and riveting. Anyway, each chapter covers a specific topic relevant to the PMP exam. The first three chapters of this book offer a big picture view of project management, while the remaining ten chapters are the ones most specific to the PMP exam.

In each chapter, you’ll find an Exam Essential sidebar. This is what I considered to be the most important message from the chapter. At the end of the chapter, you’ll find a quick summary, key terms, and a two-minute drill that recaps all the major points of the chapter. Then you’ll be given a 25-question exam that’s specific to just that chapter. 

Exam Watch: The questions in this book will give you some idea of what to expect on the actual PMP exam. Those contained here, though not the actual exam questions, are similarly styled to what you’ll eventually run into. Focus on understanding why your answer to a question was right or wrong. The questions are part of the learning process.

All About the PMBOK

Note: This is a small excerpt from my book, The PMP Study Guide.

The PMBOK is a guide, not the end-all-be-all of project management. It’s based on what’s generally recognized as good practice on most projects most of the time. It’s not specific to IT, construction, manufacturing, or any other discipline, being applicable to any industry, any project, and any project manager.

For the most part, if you follow the PMBOK, you’ll increase your odds of project success. That means you’ll be more likely to complete the project scope, reach the cost objectives of your project’s budget, and achieve those schedule commitments your project must adhere to. But there’s no guarantee.

The PMBOK readily admits that not everything in it should be applied to every conceivable project. That just wouldn’t make sense. Consider a small project to swap out all of the workstation lights in an office building versus that of building a skyscraper. Guess which one needs more detail and will likely implement more of the practices the PMBOK defines. The skyscraper project, of course.

PMP Study Guide, Second Edition, Excerpt

The PMBOK, this Book, and the PMP Exam

If you’ve ever sat down to read the PMBOK, you’ve either obviously had lots of time on your hands, you were really curious about it, or someone told you it was required reading for passing the PMP examination. Here’s the truth about the PMBOK: it’s boring. My apologies to all my friends at PMI, but it’s true. The PMBOK is, however, concise, organized, and an excellent reference manual. I use it all the time.

But it’s not written to be a thriller.

The Third Edition of the PMBOK will be referenced throughout this book. Why? Well, your PMP exam is largely based on the facts, figures, and subtleties of the PMBOK. The good news is that unlike the PMBOK—fine book that it is—the book you have in your hands is written in plain language. This book, unlike the PMBOK, focuses on how to pass the PMP exam. It will also help you be a better project manager and explain some mysterious formulas and concepts, but its main goal is to get you over the hump toward those three glorious letters: PMP.

(If you're preparing to pass your PMP exam before June 30 my PMP Study Guide is a great resource. You get a copy of this book with my online PMP Boot Camp.)

Note that the PMP exam will change July 1. If you wait until after July 1 to pass your exam you'll want my fourth edition of the PMP Study Guide (forthcoming) and the PMBOK Guide, fourth edition.