How to Manage a Camel - Project Management and Recruitment

The Muscles to Manage Change

Kate Nelson — Mon, 21 May 2012 09:46:04 +0000

We have been working with several large organizations lately that are trying to build their internal ability to manage ongoing change. Change is the new normal for many organizations. Managing how people adapt and adopt change is something that many are seeing as a critical competency.

Change Management is the discipline of helping people in an organization get ready, willing, and able to work in new ways that are required by a change. Many leaders that see a long string of changes ahead of them are looking to build an internal Change Management competency. They, in effect, are trying to build their change muscles so that they can handle the seemingly endless series of changes headed for them.

Organizations that build a Change Management competency do a few things.

First, they foster leadership sponsorship for employing Change Management. Leaders at the highest levels know what Change Management is and why managing change will help them change more successfully. And they are committed to making Change Management a strong capability in the organization. They are willing to stand up in front of the effort, to put money where their mouth is, and walk the talk.

Second, these organizations use a common methodology and model for managing change. Having a common Change Management framework across the organization builds a common language that shapes the way people think and talk about change. A common model also introduces methods and tools that can help people in the organization actually do the work of managing change.

Third, organizations that have a Change Management competency have a broad based understanding of the value of Change Management throughout all levels of the organization. Everyone has a baseline understanding of why people make the difference between successful organizational change and unsuccessful change, and why managing change is important.

These organizations also each have a strong and capable Change Management team. A group of people in the organization who are focused on supporting the organization as they begin incorporating Change Management into their projects and change efforts helps the new practices take hold. The Change Management group has highly capable team members, clear roles and responsibilities, and an appropriate or organization structure.

Lastly, organizations that have a strong Change Management competency reinforce effectively managed change. When projects succeed because teams have helped people in the organization engage and adopt new work, they are celebrated and rewarded. Leaders eagerly put effective changes in the limelight, and the organization learns what successful change looks like.

If you see change coming at your organization like a speeding train, don’t hide. Instead, develop a change management competency. That way, you can face change head-on now, and you will be ready for all of the changes to come in the future.

EPISODE 27 – PM: Think, Teach, Do

Dan Strayer — Fri, 18 May 2012 08:42:01 +0000

We’re bringing the Arras People Podcast even more in house now! Each month, you’ve counted on the AP Podcast for a simple, free and easily compact delivery of Project Management Tipoffs and – more recently – the Careers Advice podcast.

Now at the Camel, we’re proud to bring the AP Podcast directly on board in a once amonth post dedicated to your faithful downloading capabilities.

In this month’s pod (Episode 27 if you’re counting at home), we wanted to know how universities are contributing to the project management profession and understand which areas of PM are currently hot in academia. In this issue we have leading UK universities telling us about their interests in project management. We have stuff from…

Cranfield School of Management
Two leading contributors from Cranfield (Dr Neil Turner, a Senior Research Fellow in Programme and Project Management; Dr Liz Lee-Kelley, a Senior Lecturer in Programme and Project Management) offered a strong case study for best master planning through lessons learned and strong candidate placement. The case study tackled the London 2012 Olympics, and the keys to good master planning, preparation, identifying quality individuals, and combining knowledge of business, technical and individual processes to deliver effectively.
Heriot Watt University
Amos Haniff is the Senior Teaching Fellow / Programme Director (MSc. SPM), for the School of Management & Languages and Department of Business Management at Heriot Watt University in Edinburgh. For Tipoffs, he was good enough to share the emergence of strategic thinking in PPM as a crucial competence for the modern project management practitioner, and delve into its importance in the new Masters programme on offer from his department.
University College London
Dr Efrosyni Konstantinou of UCL’s Bartlett School of Construction and Project Management expounded upon the art and science behind the skill sets that enhance project management capabilities. She then offers evidence as to why schools like UCL can play a role in shaping modern project management.

Tipoffs is monthly newsletter on project management & recruitment issues that you can subscribe to simply by entering your email address here. Since it’s too late to do that and get the May issue, check out the online version instead!

Meanwhile, you can also download the May 2012 Tipoffs Podcast now!

Download May 2012 Tipoffs Podcast

A Look at One University’s Commitment to PPM

Lindsay Scott — Thu, 17 May 2012 09:55:56 +0000

Arras People wanted to understand more about project management in today’s universities in the UK and spoke with Dr Walter Mswaka about the University of Huddersfield’s approach. Whilst the university are doing a fine job in teaching and promoting project management both as an academic subject and a practical course ( for postgraduate and undergraduate students), they are also conscious of ensuring courses relate to the real world.

Project Management is a specialist course within the MSc Management suite with the overarching aim of equipping students with a sound grasp of the key concepts, theories and issues which pervade the field of project management. I’ve previously written about how keen I am to see the management part of the project manager’s title given more prominent so it’s great to see this strong link in education.

The university’s Business School has also got closer to the industry’s professional body in the UK and has also become an accredited provider of the Association of Project Management (APM) certificates. Building strong local connections with the APM not only gives students access to local meetings and talks but also the opportunity to mingle with practicing PMs and pick up new insights in discussions. The APM also sponsors their ‘Best MSc Business Project Management dissertation” each year, which is a boost for a student picking up this prize. The most popular course is the MSc Business Project Management which attracts a variety of professionals and overseas students.

As I said earlier, the university is conscious that courses have to include the real work element and as a university this has to be a constant focus. A key component of this strategy is to establish links with relevant organisations in the private sector and invite their project managers as guest lecturers of ‘burning topics’ in project management such as managing client-contractor relationships. Recently a project manager from Syngenta delivered a lecture to the student body on Stakeholder Management. Learners were able to see how theory is applied to practice and understand the complexities of managing multi-actor projects. A new development currently being worked on is a student-placement program – looking into short-term placement of Project Management students in local companies where they can put theory into practice. The university is well aware of their duties to assist graduates in becoming ‘job ready’ especially those without work experience.

Huddersfield University’s project management course is quite unique in that it has three core modules that provide a solid basis for students to gain a deeper understanding of this field. These include:

Introduction to Project Management;
Applied Business Project Management and;
The Human Element of Project Management

These modules focus on the tools and techniques of project planning and control, project software applications – notably MS Project, as well as providing insight into the relationship between human resource issues and project management. The Human Element of Project management is an exciting addition to the course for the university as it provides a different perspective to the field of project management, which is often viewed as very technical. This makes it one of the popular subjects in this course. Again, I’m really pleased to see this shift – as many of you might know – as I’m editing a book at the moment that looks at the human side to project management it’s an area I know we need to focus on more.

Universities are also known for their research and whilst Huddersfield University’s project management research is still in its infancy they are keen to build a strong research profile. A particular area of academic research being pursued includes analysing the relationship between key success factors of project management and the organisational structure, something I’m sure many of us will be interested to read about in the future.

Tipoffs Out Thursday

Dan Strayer — Tue, 15 May 2012 10:15:02 +0000

It’s all academic for Project Management Tipoffs this Thursday.

The May edition is in the hands of the esteemed members of our Arras People Project Management Higher Education Directory, which is continually adding new members all the time. Recent additions include Cardiff University and Leeds Metropolitan University, and several other institutions will be involved this month. We wanted a better grasp on how plugged in professors in PPM are with the practice. As you’ll learn this Thursday, they’re not just plugged in: they’re leading the way, too.

Here’s a rundown of what to expect (provided you’ve signed up already):

Cranfield School of Management offers a strong case study for better master planning through lessons learned and placing the right people into the roles they’re well-suited for.
Heriot-Watt University talks about the evolution of PPM out of engineering and construction-focussed disciplines, and into its own concentration of focus
University College London argues for the strength of the university experience in the development of project managers.

We’ll also link to our monthly post here on the blog from Huddersfield University. And as ever, the Tipoffs Podcast returns this month (which you’ll be able to find in a How to Manage a Camel post later this week, too).

Cover image courtesy Matt From London @ Flickr, re-used with permission

Some Twitter Handles Project Managers Dig

Dan Strayer — Wed, 09 May 2012 09:00:57 +0000

As Lindsay Scott revealed in this space last Wednesday, Arras People’s 10th birthday celebrations opened in March with some great book prizes from Gower Publishing. As part of the competition we asked you who were your top project management Twitter handles from across the globe.

As Lindsay did with the top bloggers last week, we’d like to share the results – in no particular order – of the Twitter choices our participants wrote, so you can check out who you and your peers are reading:

@projectmgmt – There goes Lindsay’s ego…
@PM_StrayDogg – …and now, there goes mine.
@corneliusficht – of course you’d find Cornelius Fichtner on here
@rkelly976 – some well-earned respect for Robert Kelly
@susannemadsen – Ironically, Susanne plays a role in the Ten in Ten competition next month; stay tuned!
@thelazypm – People are anything but lazy in tracking down Peter Taylor
@thepmcoach – praise for Thomas Kennedy, PMP
@DonnieMacNicol – the plugged-in Donnie MacNicol gets his due
@APMG_Inter – The handle for APMG International
@GrandmasterPM – Who’s behind this Twitter handle – is it myth or legend? Who cares: the social media love here is real
@pmosigUK – The handle for the PMO Specialist Interest Group, now under the guidance of APM.
@ronrosenhead – Ron Rosenhead earns love, perhaps from one of his more than 1000 followers
@PPMpractitioner – The handle for Neil A. Walker. No, not the baseball player.
@Rita_Mulcahy – Rita Mulcahy is one of the US’s leading trainers in project management
@infoparadox – John Thorp’s handle (note the lack of an ‘e’ in the last name; ergo, it’s not our managing director)
@_sara_em - Sara EM is a project & quality manager tweeting in both French and English

And last, but certainly not least, some love for…

@Lord_Sugar – Yep: Lord Alan Sugar. Apparently for those who love Twitter spats with @piersmorgan

When Should I Take the PMP Exam?

Margaret Meloni — Tue, 08 May 2012 09:35:17 +0000

As you prepare for the PMP^® exam, one of your most important decisions will be when to actually take the exam. For many people, the question of when is driven by these two additional questions:

How will I know that I am ready to take the exam?
I heard that the exam changes on the full moon of the seventh month and it will be impossible to pass, should I take it before the seventh month?

You may think that question #2 seems pretty silly. You are right, it is silly. But what it represents is the amount of rumor and urban legend that surrounds the PMP^® exam. Do not let rumors push you to take the exam when you are not prepared to take the exam.

If you've got your mind set on earning the PMP certification, don't be left scratching your head after overlooking what it takes to earn one.

Is there a real change to the exam coming soon? Sometimes the exam does change. Exam changes occur after a new edition of The Guide to The Project Management Body of Knowledge^® is published or when the PMI^® reviews and updates the expectations surrounding the role of the project manager. The PMI^® does a good job of communicating the timing and nature of exam changes. Should a pending change trigger you to hurry up and take the exam? Well, now we get back to question #1: How will I know that I am ready to take the exam?

Do you have the qualifying work experience that you need, 4500 hours of project management experience if you have a BS or equivalent or 7500 hours with a GED or equivalent? If your answer is no, stop here. It is not time for you to take the PMP^® exam. (You might consider the CAPM^®.)
Have you submitted your application to take the PMP^® exam and has your application been approved? This is a predecessor to scheduling your exam date.
Have you studied? This seems fairly obvious. You do need to study for the PMP^® exam. Yet there are people who think that just because they are good project managers with experience that they can just waltz right into the testing center and pass the exam. You need to understand what the PMI^® wants you to know and the PMI^® really wants you to understand The Guide to The Project Management Body of Knowledge^®.
Are you consistently scoring well on PMP practice exams? The PMI^® does not publish a minimum passing score for the exam. This makes it difficult to use your practice exam score as an exact predictor of your actual exam score. A rule of thumb is that your actual exam score may be from -10 to +10 points of your typical practice exam scores. You do not need to be consistently scoring 100% on your practice exams, but a range of from 80 – 85% is a good comfort zone.
When you miss practice exam questions, do you understand why? You do not want to simply memorize PMP exam questions and answers you want to understand what makes the correct answer the best answer.

The above are valid considerations whether or not an exam change is imminent. If you have studied and you are doing well on your practice exams, it is time to take the exam. If an exam change is imminent you might consider pushing yourself to take the exam before the changes occur – if it makes sense to do so. For example, if you have invested a significant amount of time preparing for the exam using one edition of The Guide to The Project Management Body of Knowledge^® and a new edition and updated exam are going to be released, of course you should push yourself to take the exam BEFORE the updates occur. You still want to schedule the exam feeling confident in your ability to pass the PMP exam.

If you push yourself to take the exam when you are not prepared for it, you are likely to have an unpleasant experience. Unpleasant could mean you experience undue amounts of stress and it could also mean that you do not pass the exam. Not everyone passes the exam on the first try. You do not want to look back and realize that you failed because you rushed to take the exam. That is an expensive lesson to learn.

When should YOU take the PMP^® exam? When YOU know that you are ready. Not when your sister says you are ready, not when your horoscope says this is a good week for exams and not when you ‘heard’ the exam changing. Take the exam when YOU are ready.

MAY EDITION OF TEN IN TEN INCORPORATES PMI COURSES

This article ties in with the May edition of the Ten in Ten Competition in many ways, as PMI UK Chapter have co-sponsored this month’s survey. You can win a voucher worth £500, which can be used toward a project management training course (perhaps the PMP???) under the tutelage of IIL Europe.

Portfolio Management Masterclass

Lindsay Scott — Fri, 04 May 2012 20:00:00 +0000

Portfolio management is becoming ever more popular and one of the leaders in the field – Terry Doerscher – is making a rare appearance in the UK on May 15th in London. Terry will be hosting a Taming Change with Portfolio Management workshop which brings together his experience in PMO, portfolio management, change management and EPM.

Many of you may be aware of Terry’s work through Planview which releases the PMO 2.0 Trending report, whitepapers such as The Relevant PMO and podcasts

The Portfolio Management workshop is a must for anyone currently working within an organisation which is looking closely at portfolio management. The workshops, hosted by BOT, are content rich and I came away brimming with ideas after the last one I attended 18 months ago.

If you’re available, there are one or two places left and you can find out more about the day workshop here.

To find out more about Terry Doerscher, read his biography

Book Review – Project Sponsorship

JonHyde — Fri, 04 May 2012 08:38:37 +0000

During my 8 years as a project and programme manager, I’ve experienced a great variety of project sponsorship styles and approaches. While there are many popular and mature project, programme and portfolio management courses, books and frameworks, I haven’t encountered much material devoted directly to project sponsorship. I was therefore keen to see what this book: Project Sponsorship – An Essential Guide for Those Sponsoring Projects Within Their Organisations by David West has to offer.

Content

This book is broken into three parts: Part 1 defines the nature of project sponsorship and sponsors. Part 2 focuses on project sponsor duties and skills, and Part 3 gives an overview of project management.

Plus points

The author clearly has vast experience of delivering complex projects and programmes, particularly in the construction and engineering sectors, and useful anecdotes and nuggets of insight litter the book.

The book is very thorough and touches on all of the key components required for successful project sponsorship. The book contains detailed technical guides for developing robust business cases and managing project finances. Each tool includes well presented examples to aid understanding. I can see that the rigorous financial approaches described are vital for high value projects and programmes (multi-million pound plus initiatives), however a tailored and selective approach would be required for smaller scale projects.

I really enjoyed the soft skills portions of the book, where subjects such as negotiation, leadership, conflict resolution and team building were covered. I think that these sections are vital reading for anyone operating in a project environment, and from memory these subjects are given minimal coverage in other texts such as the Prince2 handbook, which sponsors may have read in the past.

A word of caution

Given David’s background (engineering / construction), the book naturally works around the assumption of a waterfall project management approach. I would therefore caution that portions of this book are not universally relevant – the discussion on project planning and budgeting doesn’t really work for an agile software house. Nonetheless, the interpersonal skills content is clearly universally applicable (and excellent!), as are many of the other topics. You’ll just have to pick and choose which approaches fit with your environment, and hey, it’s always interesting to see what your peers are doing in different sectors.

Overall recommendation

I definitely rate this book – especially if you’re working in the engineering and construction sectors in a project environment. I’m so pleased that project sponsorship is receiving some attention as it has in my opinion been neglected for too long – organisations just seem to assume that sponsors will know what to do!

I think that the book is not only of interest to sponsors, but to project and programme managers, project accountants and risk managers. I do wonder how many project sponsors would have the time to read a book like this, so perhaps all of you diligent PM’s out there can provide an executive summary to your sponsors! Despite the book not really hitting the sweet spot for my specialism (technology based business change), I’m still glad to have read it, and will certainly look to bring some of the methods into my ever growing tool kit.

Top 13 Project Management Bloggers for 2012

Lindsay Scott — Wed, 02 May 2012 08:30:54 +0000

Last month Arras People’s 10th birthday celebrations kicked off with some great book prizes from Gower Publishing. As part of the competition we asked you who were your top project management bloggers from across the globe.

We’d like to share those results – in no particular order – so you can check out who your peers are reading:

Voices on Project Management - the PMI Blog

How to Manage a Camel – well of course it is and you’re reading it now!

Girl’s Guide to Project Management – from Elizabeth

EarthPM – from Dave and Rich

Fear No Project – from Bruce

Management Tools – run by Mark and Mike

Ron Rosenhead

PM Student – from Josh

ProjectTimes – focused on Agile

The Lazy Project Manager – from Peter

TheSamBarnes – from Sam

The Project Shrink – from Bas

Guerrilla Project Management – from Samad

May Survey Opens Today

Dan Strayer — Tue, 01 May 2012 09:17:02 +0000

The rain showers of the final weekend of April give way to the grand prize flowers of May. The May edition of the Arras People “Ten in Ten” Birthday Celebration formally opens today, as the PMI UK Chapter and International Institute of Learning (IIL) Europe co-sponsor our monthly grand prize draw.

In commemorating the 10th Birthday of Arras People in business, we’re offering our readers a wealth of gifts donated by some of the best project management colleagues one could hope to associate with. In celebrating us, we’re pleased to celebrate project management practitioners like you, be it through an iPad, a free ticket to a leading professional networking event, or some of the best project management books you can find as a compendium in your everyday working life.

Don't wait for your shot at project management training course - take the May Ten in Ten survey today!

PMI UK Chapter and IIL Europe have gladly teamed up this month to offer a voucher worth £500 toward the project management training course of your choice. IIL Europe are proud members of the Project Management Institute’s Global Executive Council, earning them accredited trainer status for courses such as CAPM, PMP and PMI-SP but also offer courses covering general project management topics, Lean Six Sigma and also accredited APMG courses like PRINCE2, MSP, M_o_R, P3O and ITIL. Arras People are also pleased to have IIL Europe aboard the Arras People Project Management Training Directory – learn more about what they can do for you here.

As we revealed the winners of April’s competition on Friday, we now offer you a chance at becoming one of those winners this month. Take the two-minute survey through the link below to register your views for the May Ten in Ten Grand Prize.

http://survey.qualtrics.com/SE/?SID=SV_bEhB1DRLKzzbGEA

The May Ten in Ten Survey remains open from today and closes officially 25th May 2012. Be sure to make your views known to both PMI UK Chapter and IIL Europe: you may be the next of our lucky winners in this year-long celebration.

For a better idea of what’s happening each month, check out the Ten in Ten Calendar.

The Winners of the April Ten in Ten Draw are…

Dan Strayer — Fri, 27 Apr 2012 11:00:03 +0000

…Stephen Field, Elanor Crossland and Sarah Owen.

Stephen, Elanor and Sarah were selected from a collection of hundreds of participants in the premier edition of the Prize Draw commemorating the 10th Birthday Celebration from Arras People. As was the case last month, hundreds took part in the April contest, with several repeat participants from our opening contest in March. We just can’t thank all of you enough for the interest.

: The May edition of Ten in Ten opens Tuesday – be sure to get in with a shot at a PPM course voucher by checking out the Arras Ten in Ten website and taking the PMI UK/IIL survey

As our grand prize winners, Stephen, Elanor and Sarah all win a free distance learning course places for the APMP qualification. As April’s grand prize winners, these three will also receive the renowned Parallel Project Training study guide that accompanies their APMP exam preparation, Your Journey to Professional Project Management: How to Pass the APMP, by Parallel’s John Bolton & Paul Naybour. Congratulations are in order to Stephen, Elanor and Sarah – well done to all of you!

As a courtesy to Parallel Project Training, here’s a look at some of the courses they have to offer.

Two months down, eight to go!

Speaking of which…

MAY GIVEAWAY FORMALLY OPENS TUESDAY MORNING

May’s grand prize draw kicks off Tuesday morning, so be sure to check out this blog, and our website, Ten in Ten, for the link to our latest survey. We have two sponsors this month. The PMI UK Chapter has a hand in offering this month’s Birthday Present: one £500 voucher to be used towards an accredited training course. Who shall provide this course, you ask? None other than acclaimed training firm International Institute of Learning (IIL) Europe, our other co-sponsor this month and a proud member of the Arras People Project Management Training Directory. We’re pleased to have PMI UK & IIL contributing to our 10th Birthday celebration this May!

ABOUT TEN IN TEN

“Ten in Ten: A Celebration of Project Management” is Arras People’s way of saying “Thank you” to everyone who has helped Arras People establish its identity as THE project management recruitment people. This celebration is not about us – it’s about you! It’s about the clients and firms who’ve been there alongside Arras, and the job candidates who turned to us for our expertise, placements, coaching and service. The free entry prize draws continue throughout the year, with great birthday presents available to you from the generosity of leading project management sponsors. Each month, you could win great gifts like training course placements, VIP tickets to must-attend networking events, and a plethora of helpful resources & tools that no project manager should be without.

There are many ways to follow what’s happening all year long with Ten in Ten:

Presentation Counts

Peter Taylor — Wed, 25 Apr 2012 09:05:27 +0000

EDITOR’S NOTE: The following is an extract from ‘The Lazy Project Manager and The Project from Hell’ – Peter Taylor’s new book, currently free as an eBook from Amazon

I was recently in a restaurant in a foreign land (well, foreign to me of course, but less so to the locals).

The location was good, the décor and ambience very acceptable, the company most enjoyable, and the snow fell softly outside providing a winter wonderland visual delight through the large windows.

But sadly, all of that positive build-up for a great evening’s dining was almost outweighed by the food and service.

After an initial ordering experience, the diners elected to eat the same main course but each agreed that the chef’s vegetable of choice for the evening was not to their personal liking. It was the humble Brussels sprout, a member of the brassica family that enjoys a somewhat tarnished image which, considering its status as a nutritional powerhouse, is perhaps a little unfair. Its reputation is perhaps mostly due to the great British Christmas Day cooking technique: take sprouts, cut, trim, boil until at least twice dead and then for five minutes more. Then, finally, pile into a large dish and leave – because nobody actually likes Brussels sprouts (at least not cooked this way).

Anyway the request was made to replace said evil vegetable with an alternative, and asparagus tips were requested. And so the meal continued through a mediocre appetizer and on until the main course finally arrived … without Brussels sprouts (the good news) but also without anything in their place as requested (the bad news).

The waiter was recalled and cajoled and encouraged to resolve this rapidly, at which the staff applied all of their skills and training, by ignoring us and disappearing. Eventually after a long period, during which most of the meal was consumed, the waiter did reappear and proceeded to almost, but not quite, save the entire situation.

With a silver platter and a silver fork of delicate proportions the waiter proceeded to ceremoniously, and with great flourish, place two small asparagus tips across the centre of each diner’s remaining half-eaten meal.

It was theatrical and exaggerated and, had it not been for the sheer humour of the whole thing, he may just have got away with it. Presentation can win the day.

There is an old story about a crisis in a company, when it was discovered that one of their products was actually killing customers. This was a major issue and one that delivered headlines that were very bad news for the company. However, a savvy and spirited marketing executive quickly went to work to resolve the situation. After a few days of bad publicity and press, with the death toll mounting, the marketeer launched a major fight back.

The first press release read ‘Company X extremely concerned for its customers…’

Sadly, the problems continued and more customers met their maker as a result of the killer products. The bad publicity continued and the situation looked desperate.

The marketing executive did not walk away from the challenge nor did he give up the battle. He worked late into the night thinking blue sky thoughts about a solution to this issue and finally came up with a plan.

The next day a press release was delivered to the world at large that simply read ‘Company X sees a massive reduction in dissatisfied customers…’

It is all in the presentation and in turning negatives in to positives.

Our waiter tried but just failed; he couldn’t carry it off completely and is probably from Barcelona anyway (yes that is a Fawlty Towers^[1] reference and not an insult to wonderful Barcelona, one of my favorite cities).

As a project manager you have to be calm, confident, assured and in control at all times. There will be times when you need to recover from sticky situations and on those occasions you need to have the skill to find the positive and the will to present it convincingly.

Presentation counts.

^[1] Fawlty Towers is a British sitcom produced by BBC Television and first broadcast on BBC2 in 1975 and 1979. Twelve episodes were made (two series, each of six episodes). The show was written by John Cleese and his then wife Connie Booth, both of whom also starred in the show. The series is set in Fawlty Towers, a fictional hotel in the seaside town of Torquay, on the “English Riviera”. The plots centre around rude and deranged manager Basil Fawlty (Cleese), his bossy wife Sybil (Prunella Scales), a comparatively normal chambermaid Polly (Booth), and hapless Spanish waiter (from Barcelona), Manuel (Andrew Sachs) and their attempts to run the hotel amidst farcical situations and an array of demanding and eccentric guests. In a list drawn up by the British Film Institute in 2000, voted by industry professionals, Fawlty Towers was named the best television series of all time.

Project Management Cookbook

Lindsay Scott — Mon, 23 Apr 2012 08:30:10 +0000

In a recent project management careers clinic, I was asked the question – PRINCE2 or APMP, which one should someone looking to increase their project management knowledge early in their careers spend their money on?

Most people who are new to project management have of course heard about PRINCE2, it’s difficult not to when looking at job advertisements because that’s the thing most employers ask for. That doesn’t mean its the right choice when looking to improve your project management skills and ultimately become attractive to potential employers.

I’ve heard the analogy about PRINCE2 and APMP being likened to cookery and it really drives home the fundamental differences between the two.

The APMP – which is the Association for Project Management’s training and accreditation is the equivalent of “how to cook”. It’s the course you would look for having never boiled an egg in your life when you’ve decided to host a dinner party for 16! The APMP covers the project management techniques – the how of project management. A great example is the whole area of project schedules and plans. The APMP covers the whole lot including Work Breakdown Structures (WBS) and Earned Value and rather than just talking about it the course covers how to create a WBS, how to calculate Earned Value.

The PRINCE2 – which is a qualification from APMG – is the equivalent of “a recipe”. Having learnt the cookery course basics and having decided on the main course you want to tackle for the dinner party, you’ll most likely pull out a recipe and follow the instructions step by step. Prehaps you will follow it word for word, or maybe you’re feeling a little more confident and will choose to skip a step or add some other ingredient in there. PRINCE2 is a recipe for which projects can be managed – and it’s just one recipe, just like there are hundreds of ways to cook and serve chicken!

If you’re new to project management doesn’t it make sense to learn the basics first – perhaps an omelette – before progressing to Beef Wellington?

In this month’s Arras People birthday celebrations there is still an opportunity to win a free APMP distance learning course from sponsor Parallel Project Training. It takes just minutes to enter, and the winners will be announced later this week.

Image By Daniel Flower

Project Management Competencies and Age

Dan Strayer — Thu, 19 Apr 2012 10:00:28 +0000

In this month’s project management newsletter from Arras People we are delving deeper into the results from the annual Project Management Benchmark Report (PMBR). Specifically we’re looking at the impact of age in project management. The newsletter features areas such as education; professional membership, perceptions and mobility and you can view the entire overview of age in project management at the end of this post.

The assumption that project managers come to a job bearing the fruits of all the great lessons of a certificate may be inherent in the careers marketplace for PPM. As we wrote in this year’s PMBR:

“A quick search of Google produces many references about why (skills in Leadership, Communication Skills and Relationship Management) are necessary and how important they are; but very few links to organisations who provide such courses. On the other hand a search for ‘technical’ products produces a seriously long list of providers.”

Technical Competencies

The “Technical” competency, as we define it in the 2012 Project Management Benchmark Report includes those areas of project management expertise such as creating the project schedule and carrying out a risk assessment. Its these skills that the certificates and accreditations now so well associated with project management seek to assess.

In the PMBR this year we asked, “Which Competencies (out of 13) rank in your Top 5″ . The higher the role in terms of PPM hierarchy (Programme Managers, Project Managers and PMO Managers), ‘Technical’ was consistently rated in the bottom four. Programme managers, in fact, had it last. On the contrary, Support personnel and even Consultants both placed this competency fourth, which inflated Technical’s overall ranking to a middle-of-the-pack status. So our practitioners don’t think the technical competency in their roles is as important as say communication or relationship building, but how does it look when we consider the ages of the practitioners?

Variance by age group was actually limited: the middle age group of 35-49 year olds still ranked technical competencies within their top 5. The over 50 year olds group put it at six whilst surprisely the under 34 year olds ranked it the least important at seven. Why is this surprising? I still believe that younger practitioners rely more on their technical skill levels than those often harder to acquire softer skills like relationship management for example to get the job done however these results show the complete opposite is the case.

The results showed a few surprises.

Commercial awareness for project managers still seems to be something gained as you move through the ranks and become more experienced and older. It ranked quite highly across ALL the practitioners (above) but it was the 50+ group you would really turn to when you needed a project manager that could boast of a stronger commercial awareness.
Do older practitioners really become less adaptable the older and more experienced they become? You’ll notice that Adaptability rises a bit with 35-49s, but then suddenly falls three spots with 50+. Why the sizable fall? Is adaptability one of many things older project managers can bring to the table, but is more likely to be listed at the lower end of demonstrable competencies and, thus, weighted lower than their younger contemporaries? Or, are the older project practitioners merely too set in their ways?
Leadership goes hand in hand with influencing. Leadership was always two slots ahead of Influencing as you changed age groups. And with the rise in age, Leadership unquestionably rose in overall competency importance, reaching third with the 50+ bracket.
Communication, communication, communication. Fact is, we can’t communicate this clearly enough: communication skills are king. The Under 34s have it ranked high, second to planning – those two competencies flip with the 35-49s and 50+ groups.

To carry on reading about age in project management take a look at this month’s project management newsletter, released today

Generation Gap Focus for Tipoffs on Thursday

Dan Strayer — Tue, 17 Apr 2012 10:00:32 +0000

The 2012 Project Management Benchmark Report reveals a wealth of intriguing industry trends as to how PPM practitioners regard their practice. Specifically in Project Management Tipoffs (out this Thursday first only to our subcribers) this month, we at Arras People wanted to learn more about how certain topics looked dependant upon how old the practitioner was.

: What does your professional network look like, with or without professional body membership? We tackle this and other matters by age in Tipoffs this Thursday – subscribe today!

We’ve segmented respondents, graphs and, well, articles themselves, into three specific age groups this month:

YOUNGEST: Any UK respondent 34 years old or younger
MIDDLE: Any UK respondent between the ages of 35-49
OLDEST: Any UK respondent 50 years old or older

Taking each of these three groups, the accompanying articles in the April edition tackle comparisons within the following matters:

MOBILITY & LIFESTYLE – Does a particluar age group have a better understanding of today’s job market?
PROFESSIONAL BODY MEMBERSHIP - Who is getting the most out of their memberships in both professional governing bodies and special interest groups?
EDUCATION – There’s been a rise PPM emphasized higher education in recent years. Who is taking advantage, and who is getting a different education?
PERCEPTIONS - All project practitioners have views about the work that they do. How do those beliefs differ by age?
COMPETENCIES – There’s a range of competencies you associate with PPM. What competencies carry more weight than others with certain generations?

We’re certain you’ll have some interest in this unique take on project management, so be sure to sign up to receive a free copy of Tipoffs today. Do so, and a free copy will be in your inbox Thursday.

Image by futureshape

Four of 5 Practitioners Use Books as a PPM Resource

Dan Strayer — Thu, 12 Apr 2012 09:45:17 +0000

Results from the survey we cast for the March edition of Ten in Ten: A Celebration of Project Management gives us some insight into the media resources PPM practitioners and organisations alike are using, all on behalf of our capable co-sponsors at Gower Publishing. What we’ve learned might be seen as an encouraging sign for a specialist publishing sector that has often been swept up by changes in publishing due to widespread online resource availability and cheaper online portals.

Project managers tend to think of Arras People FIRST for PPM Insight & Knowledge

What social media do practitioners love most? Two out of 3 (68%) told us they have a favourite website. Among those who wrote their specific favourites, you found a social media site such as LinkedIn and LinkedIn PM Groups (18%). Other favourite sites listed include APM (11%), PMI (10%), Gantthead (7%) and (the most popular) Arras People (20%).

In fact, Arras People’s variety of online/social mediums all hold sway over PPM practitioners. 10% of those who listed their favourite bloggers (29% cite blogs as a favourite) cited How to Manage a Camel (the leader was Elizabeth Harrin’s Girl’s Guide to Project Management at 30%); those who dig Twitter (23%) overwhelmingly dig @projectmgmt or @PM_StrayDogg (the latter being yours truly, the combination tallying 33% of all favourites written in, the majority of credit for these tidbits going to the former).

We’re not quite sure how to say this, but Arras People are kind of a big deal!

80% of project management practitioners use PPM books

Publishers with a PPM focus like Gower are clearly providing a wealth of valuable resources as texts for practitioners. We determined this by surmising that 42% of respondents told us that they had purchased a book for their organisation, and another 38% purchased books for themselves. That 80% group taps a wide range of alleys to find texts: 42% go on recommendations (be they first-hand or through social media). 38% browse online; 13% page through traditional print media, i.e. Project Manager Today or project, to find what’s available for the masses. It’s worth noting that Gower Publishing has become astute to the sizable audience of PPM practitioners and students looking for texts, offering their own project management-specific catalogue (.PDF).

Publishers Coping With the Library Issue, Electronic Media Concerns

The remaining 20% of respondents who didn’t purchase PPM books were asked why they chose not to do so. Three out of 5 (61%) told us “I use the internet for research and reference in preference to books”; one out of 4 said “I found books too expensive”. But this information doesn’t necessarily mean that texts are out of the loop by any stretch – some wrote in that they found themselves borrowing books via an existing library of PM books they had close contact with. One of those respondents added: “Now I am Guardian of Profession; the opportunities for me to order books or influence future orders may increase.” Another said: “Until recently, I didn’t feel the need (to buy a PPM text). Then I took PRINCE2, and now I am more alive to the need.”

Another question we asked that ties in with publishing industry concerns: “Would you consider buying Project Management books if they were available electronically?” Three out of 4 (74%) responded Yes, while 10% responded with a write-in comment that suggested they were open to the possibility.

Professional Bodies Are a Friend to Publishing

We asked respondents to rank from a list of 11 their top 3 influencing bodies for book purchasing. Professional bodies like APM, PMI, the BCS and APMG were cited as the top influencer, with Word of Mouth recommendations second and Amazon a close third.

Image courtesy auxesis @Flickr, re-used with permission

Avoiding Glossophobia – What Carnegie Can Teach Us

Lindsay Scott — Wed, 11 Apr 2012 08:55:01 +0000

Glossophobia is the fear of public speaking and for many people the thought of standing in front of an audience is the stuff of nightmares. Project managers however should see this skill as something that is essential to their toolbag, after all, communication is one of the top three competencies that PM practitioners believe is crucial to their role*. Public speaking seems to be one of those things that many people don’t often get the opportunity to do so when they do they know it’s a really important occasion and not one they want to undertake lightly.

I’m fairly new to presenting to larger audiences and I must say the more I do it, the more I’m learning and becoming more comfortable doing it and of course I’m always looking to see how I can improve. I came across a fairly new book published last year from Dale Carnegie Training which many of you will of course know from the iconic book – How to Win Friends and Influence People – if you’ve never read it I recommend it. Although Carnegie himself died back in 1955, his brand lives on and the new book – Stand and Deliver – How to Become a Masterful Communicator and Public Speaker caught my eye.

So what can Carnegie teach us about getting better at public speaking?

Know Your Subject

I loved the tips on knowing your subject because I totally believe that the more you know about your subject the less nervous you feel when delivering a presentation. To really understand your subject AND to ensure you deliver a natural presentation the book recommends that you spend 20 minutes about 10 days to 2 weeks before the presentation listing out 50 questions about your subject. Leave it and come back to it later and answer all the questions you have posed. The outcome allows you to start forming the outline of your presentation.

The key to presenting as naturally as possible is to rehearse – as much as possible. Through rehearsing the presentation begins to find its natural flow and structure.

Make the Audience a Focus

Aside from just being yourself and finding your natural voice and style, a presentation should include a more personal touch for the audience. According to the book, audiences love to hear about themselves but how can you incorporate something like that? It recommends that you spend a little time before the presentation finding out about your audience, why are they there, what are they wanting to hear, what connects them as a group? I try to do this with my own presentations to project managers who are looking for insights into project management recruitment and the marketplace. I listen to their grievances, take a collective sample and play that back to them – with appropriate advice on how to turn those grievances around of course!

Frame Your Message

As someone who is used to working with frameworks and processes it’s always nice to see something applied to a subject which can sometimes feel like a blank canvas – where to start! The book outlines the five building blocks of persuasion which basically allows us to frame our presentation with the aim of being as persuasive as we can – especially good if the presentation’s aim is a call for action. The five blocks include;

Invention – determine the best most creative way to make your point
Arrangement – think carefully about the beginning – middle and end and how to arrange your points
Style – use a style that fits the occasion, think about the language you use and the personality you choose to show
Memory – choose up to six ‘milestones’ in your presentation that you memorise which allows you to stay on track
Delivery – how you say things – too slow, too fast, aggressive etc

You come to expect Carnegisms when reading any of his material and this book includes many of those little golden nuggets of ideas. They’re simple, almost obvious and that’s why this book is so useful, definitely one which will be picked up time and time again no matter how many presentations I’ll do in the future.

*Take a look at the new Project Management Benchmark Report launched last month

Image By SuperRoach

Will float sharing be a problem ever in BIM age?

Synchro — Tue, 10 Apr 2012 09:30:09 +0000

For decades, CPM scheduling, as a project management tool, has played a core role to plan, coordinate and schedule the execution of construction-related projects. Through the traditional means and tools of data collection, the planner could easily understand the design requirements, the strategic approach to the jobsite, the scope of work, means and methods, measurements and quantity, available resources and productivity. Based on these raw data, the calculations are completed and a network diagram is created to determine what activities are critical which must be performed on their early start and finish dates to avoid any delay to the project’s completion. Therefore, non-critical activities have the ability to be delayed in their start and/or finish by some defined amount of time, commonly referred to as “float”, without the risk of delaying the project.

Ever since the idea of float appeared in the construction industry, its controversy has not stopped. Some fervently support float sharing, believing it epitomizes fairness and harmony. Others say float calculations are fraught with deception. Even if calculated honestly, float rightfully belongs to the owner or contractor for their exclusive benefit.

However, why does the problem come out? Looking back into the planning process, we may notice that the planner’s understanding in traditional CPM scheduling is basically from his or her or the planning group’s single point of view. Without knowing the reality of other parties, it simply leads to the deficiency and bias of float that could not be shared.

Thus, is sharing float Utopia? Do we ever consider the role of float under the Building Information Modeling (BIM)?

The present engineering and construction industry we live in puts a strong amount of emphasis on cooperation, which requires “multiple specialist firms to change their process in a coordinated fashion”. In accordance to this trend, BIM is an exact example of the systemic and innovative model that already has delivered huge benefits to firms and their clients.

Using BIM technology, the float found in traditional CPM or network diagram created at the initial stage of the project may be effectively used contractually as a useful separator between what is critical and what is not, and then to go further to help the cost-management during the construction process. In this circumstance, the question to consider is the idea of whether float in a BIM environment is actually real and could be used as resources that are shared or controlled by the project owner or client.

The easiest way to test this issue is to ask how many projects start with a CPM or network diagram and within a very short time horizon begin to see the space time conflicts and immediately adjust resource allocation and perform the works off plan. Then ask the planners and schedulers to begin the process of updating and adjusting in accordance with what is historically happening at the site that is adjusting to real issues in what was planned.

Do these planning adjustments never happen; happen on rare occasion; happen on some occasion; or, happen on every project without exception?

Here are a few observations that we have made when the project planners use our software:

When the project plan is created in traditional systems, then combined with the 3D models in Synchro, the project schedule will change 100% of the time to avoid time space conflicts; and fix errors that creep into the original plan from the lack of visual clarity regarding the site logistics, resource allocation and congestion in the means and methods used in typical project delivery approaches.
When it is used to provide the initial project plan for project management and subcontractor collaboration, the review comments are created more quickly and communicated more easily when changes are made to avoid conflicts and or propose new delivery approaches to the project.
This is no different than what happens when the same people walk the site a few days before resources are planned to enter or continue working on the job.

In this means, when the project plan is cleared of these conflicts and project plans are no longer conceptual but ready for productive operations; the idea of float cannot be much more useful than to separate critical tasks from non-critical tasks.

Should Project Managers be Professionally Licensed or Chartered?

PM Oracles — Thu, 05 Apr 2012 10:00:51 +0000

One of our goals when writing articles is to create awareness about the thinking within the global project management community. One subject in particular that we have been considering for a while (since July 2010) is the case and discussion in the community for being ‘professionally licensed’ as a project manager. In this article, we present our research and perspectives on the subject. The formal licensing of project managers is perhaps a contentious subject; however, we hope that our readers will appreciate the information we present and will think objectively about the subject.

Three factors led to our agreeing on this topic:

The current state of project management
The licensing requirements in other professions (e.g., architecture, medicine, accounting)
The recent discussions and increase in opinions being voiced on this topic in online forums and other media

Let’s look at two perspectives or views:

It is generally agreed today that project management practitioners do not require a formal license to hold a job and/or work as a ‘project manager’. By ‘formal’ we are referring to a Government or Chartered Body recognized standard, although we are well aware that some companies have made provision for excellent internal project management training and minimum standards for seniority in project management, reflecting the scope difficulty of work that can be performed by their practitioners. As an example of project management in the wider community, some PM’s are registered engineers (e.g., chartered civil engineers) and perform project management tasks as part of their work. Others are officially recognized within their organizations as senior PMs by virtue of their internal training and qualifications.

There are numerous project management credentials and certifications available. One scenario in which this is significant is a company training or personal development program that may require PM’s to obtain one or more certifications or credentials at a mandated interval. One of us recalls seeing a recent PMI presentation that estimated that twenty million project managers (people with that job title) carried out project management work around the world. Given the approximations from global project management supporting organizations (PMI, IPMA, APM, AIPM etc.), perhaps one million or approximately 5% of those practicing project management have at least one formal PM credential or certification. This means that roughly 95% are performing or practicing project management type work without some form of globally or regionally recognized credential or certification (although this in no way suggests they do not have the required skills, experience or the right level of internal training in project management to get the job done). As a generic comparison of licensing, in the USA alone, there are 260 million licensed drivers and, although we could not find the data, we can assume there are several hundred million licensed drivers worldwide.

Numerous professions require ‘licensing’ that is issued by government or representative authority (e.g., a chartered body), and the person practicing that profession is (de facto) assumed to have the relevant training and experience by virtue of having obtained that license and then gaining experience as they grow their careers. They are also ethically accountable and responsible, legally defensible and often insured (since they can be sued if they are found not to be proficient or professionally negligent), and they need to maintain continued training and demonstrate proficiency to meet the licensing/chartered renewal requirements. Doctors and most medical professionals, truck drivers, lawyers, Chartered Professional Accountants, pest control technicians, architects and engineers (professional), and, as another example, even a cosmetologist cutting hair and filing nails need a license to practice their work. In fact, in most if not all parts of the world, contractors, electricians, plumbers and others that a PM may be managing are required to licensed, while the PM is not required to hold any license. The need for licensing / chartered qualifications exists for a reason.

For example:

A doctor needs to demonstrate knowledge and training.
A truck driver needs to demonstrate prowess at road handling and perhaps hazardous materials handling if they are hauling chemicals or the like.
An engineer needs to have the necessary qualifications to design buildings so that they are structurally stable.
A cosmetologist can give you a bad haircut (something Jeff doesn’t have to worry about), but if they don’t manicure your nails correctly, you can develop an infection.

In these examples, the professionals described are legally accountable and defensible. Although the PM’s circumstances are different, we wonder about the impact on people who manage $M of people resources, equipment and materials if they were required to demonstrate and have a license. If a PM mismanages a project, there are certainly consequences that can have a ripple effect on the project – be it in terms of cost, time, scope (or all three) and other elements such as lost business opportunities, reputation, et al.

Let’s Look at the Pro’s and Con’s of licensing Project Managers

On the positives –

Licensing PM’s could bring the PM profession a profession more into the ‘public eye’.
‘Project Manager’ could be considered a standardized profession and licensing standards could highlight the true capabilities needed by project managers.
Standards requirements would ensure a minimum level of competency based on education, experience, knowledge and demonstrated proficiency.
Professionally licensed PM’s may be able to command higher salaries.
Training requirements could generate business opportunities for training companies, therefore creating jobs.
Licensing revenues could generate taxes.
‘LPM’ or ‘CPM’ (our suggested terms for Licensed or Chartered Project Manager) could be a PM’s professional acronym following their name (much like accountants use CPA and architects in the UK use RIBA).

On the potential risks to consider –

Implementing the process as to establishing the standard requirements for a PM. Variations in power and responsibilities of PMs across all industries would have to be standardized.
Impact on current PM type credentials and certifications as to their inclusion and/or requirements in licensing.
Overcoming the current state of PM’s working without a license, i.e., “if we needed to do it, we’d have done it years ago.”
Crossover of various industries as a PM is not identified with any one industry (however, keep in mind that CPA’s, for example, aren’t specific to any industry either).
What would be the licensing body for PM? One of the current global entities? Would these be merged? Should they be merged? Should the bodies be governmental instead?
Government regulation could make it easy, standard, and uniform or very difficult, pending the final result; states, as well as various counties/regions, could set their own requirements (like a driver’s license). Were that the case, multiple licenses might be required for some PMs that work across various borders.
Could Unions get involved and could PM’s become unionized? Would that help or hurt PM’s as a whole? PM’s would probably have to assume the costs of licenses/chartered status, liability insurance, and renewal training requirements.
PMs could be considered ‘experts’ and might be more easily sued for mal-conformance or negligence.

What could be done?

It is important to recognize that regional certification or chartered status is a topic under debate in several countries.

We think it is worthwhile to keep it simple. For example, as a simple conceptual model for consideration, could there be three global classifications as follows, with specialized areas of focus (such as LPM or CPM – Information Technology, LPM/CPM – Construction). The table below uses LPM as the example acronym:

Click on this table for a better glimpse at the PM Oracles' Licencing Plan

Perhaps regional certification is also advisable. We know that some organizations are considering such measures.

In conclusion, we believe that the ‘LPM’ (Licensed Project Manager) or ‘CPM’ (Chartered Project Manager) could be a worthwhile path for the project management profession to follow, assuming the issuing entity is agreed upon and standardized. In doing so, project managers would be given both a professional ‘identity’ and the recognition enjoyed by many other professions (examples of which we have stated above). As with all change, there are positives and risks to consider, but the benefits may outweigh the negatives. We would welcome people’s thoughts on this subject.

Take the April Ten in Ten Survey

Dan Strayer — Tue, 03 Apr 2012 08:30:56 +0000

Just a quick spot for our Camel readers, as most of you are already aware that things have finished up for March and have been let loose for April. Remember that the April competition’s co-sponsor is Parallel Project Training, who are kindly offering three editions of the grand prize – a place in a distance learning version of the APMP course.Below is the link for the April edition of the Ten in Ten Competition is now available. Click to take the two-minute survey below…

>> http://survey.qualtrics.com/SE/?SID=SV_4VEQmHDAs5Mdm6M

There are loads of ways to tap into the Ten in Ten experience in this year, our 10th Birthday! We’ll be giving away a variety of great grand prizes throughout the 2012 calendar year, including tickets to events, resources, courses and even an iPad! And our list of co-sponsors reads like a Who’s Who Amongst Project Management Companies.

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