Project Management:Is it a good career choice?

Project management professional is a lucrative career option, but it is also an unusual one. In fact, I haven't met many people who desire to work on projects and then retire as a project manager. I haven't seen many people chose project manager as a job because they enjoy it or want to do it for the rest of their lives. However, it is still a common job option for many people throughout their professional lives.

Many people regard a job as a project manager as a springboard to higher positions and management. Few people consider it as a viable career option. As I consider it today, there might be a variety of reasons:

1.      In many businesses, project management is not regarded a distinct field.

2.      It's possible that it's unique to the nation in which I live, or that it's a global occurrence.

3.      In most businesses, the project manager has little or no power.

4.      Rather of being a game-changer, the Project Manager is considered as a coordinating function.

How many of you will answer that all you know about project management is what I know? Is it true that firms only recruit skilled project managers and that this is the only ability they seek for? There are a few, but I can't seem to find many. One of my recent Middle Eastern clients was certain that they just wanted exceptional project managers, and it was the only expertise they wanted on the table. There are no technical or additional skills required. They've observed how a smart project manager can save time and money while also reducing mental stress.

How many companies provide project managers a roadmap to follow until they retire? Does this make sense to you? There is a plethora of project management professional educational degrees on the horizon - enterprises need it, but they haven't completely accepted it yet.

Many valid questions have been raised. However, the issue remains: "Is it a good professional choice?"

Today's industries have progressed from the "Sunrise" stage to a more "Matured" stage, with the goal of giving more bang for the buck. We'll be regarded more in the approaching years if we accomplish our jobs efficiently and correctly without making mistakes.

Furthermore, today's leaders of many companies are aware of the harsh reality that creating a miracle is God of tiny things, and so are aware of the ramifications of best practises and strategy.

Third, the economy in this region of the globe is truly improving, and there is a sense of enthusiasm about new things, whether it is entrepreneurship or infrastructure. According to PMI Certification Talent magazine's figures, 17.3 million project management positions would be generated in India and China alone by 2022.

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7 FAQs about PMI – Professional Development Units (PDUs)

The following is a list of frequently asked questions for a project management professional: 

1.      What exactly are PDUs? 

Professional Development Units are abbreviated as PDUs. PDUs are the units of measurement used in the Continuing Certification Requirements (CCR) programme to quantify your professional development. One PDU is one hour of learning or activity. 

You can sometimes earn a fraction of a PDU — the smallest unit is 0.25 PDUs for 15 minutes of activity.

2.      Is it still possible for me to earn Education PDUs the same way I used to? 

Yes. Attending PMI R.E.P. classes, attending a PMI congress, and other events, or self-directed learning are all ways to gain Education PDUs.   

3.      Is it possible to claim PDUs for a single Education activity that covers many areas of the PMI Talent Triangle? 

Yes. PDUs can be claimed for a single Education activity across several PMI Talent Triangle skill areas (Technical Project Management, Leadership, Strategic and Business Management). For example, you might claim this Education activity in the skill areas of Technical Project Management and Leadership if you read a book that offers content on approaches for project time management and negotiating with stakeholders. 

PDUs can also be earned across certifications.

4.      Can I carry over my PDUs to the following cycle? 

Yes. PDUs earned in the last year of your 3-year certification cycle that exceed the required total (e.g., 60 for project management professional) can be applied to the next cycle. PDUs obtained in the first two years of your cycle are not transferable to subsequent cycles.

5.      When can I start earning PDUs after I've earned a certification? 

As soon as you get a PMI certification, you can begin earning and reporting PDUs. PDUs for activities conducted before you earned your certification will not apply to your new certification. 

6.      Is there any documentation required for reporting PDU activities? 

To report PDUs and renew your accreditation, you don't need any supporting documents. You will be directed to submit particular information about the activity in the PDU claim form when reporting your PDUs through CCRS.

NOTE: PMI recommends you maintain a personal folder for all PDU-related documentation and keep this documentation for at least 18 months after your CCR cycle has ended. If you are randomly selected for an audit, you will need to provide this documentation.

7.      Do I need a special username or password to use CCRS?

No. You will use the same username and password that you use to access PMI.org. CCRS uses PMI single sign-on technology, which enables you to log in only once to gain access to all PMI systems and resources. Single sign-on saves time and prevents the need to remember a separate username and password to access CCRS.

Want to learn more about PMI-PDUs? Enrol in a PMI Certification training program today!

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5 Steps to identify accurate project scope easily!

When it comes to starting a project, identifying the project scope might appear to be a simple task at first, as I learnt when studying for a PMI Certification. After all, without a clear understanding of what the project is providing, there would be no project, right?

Unfortunately, no. One of the most difficult aspects of starting a project is accurately establishing its scope. It may not appear that way at the moment. At first view, it appears to be the epitome of simplicity. But be cautious. If you get this incorrect or allow any room for interpretation, you'll be on your way to a deluge of Change Requests and, eventually, Project Failure.

Many project managers now believe that the less specific the project scope is, the better. For starters, it puts an end to all of the scope disagreements amongst project stakeholders and lets the project to get started. After all, because the project's needs haven't been established yet, it's frequently uncertain what the project can provide at the start. However, the problem is that you are merely storing up a slew of troubles for the future.

Well-intentioned corporate stakeholders, for example, have a habit of altering their opinions once the project begins. That is, they continue to expect you to offer additional features, but within the same budget and timetable. Unfortunately, because the project's scope is so broad, it's nearly hard for the Project Manager to insist on changes to the project's deliverables. Fighting against this becomes an uphill battle.

There are five actions you should take to avoid falling into that situation. These are some of the things I discovered when studying for a PMI certification:

1.       From the start, insist on adequate business stakeholder input. Yes, they will scream and kick, but if the project fails to deliver, your reputation will be on the line.

2.       Inquire of the Project's Business Stakeholders what they believe the Project is delivering. Individually, as this will reveal where the differences of opinion exist.

3.       Move down into the specifics of the deliverables after you have the high-level information. Obtain the feedback of the Business Analysts and Development Teams at this point so that you can rapidly determine what is feasible within the timeframe.

4.       Remember that the project's Out of Scope is probably much more significant than the project's In Scope. So don't forget about that.

5.       When you've finished describing the project scope, be sure you run it past the Business Stakeholders first to get their input and recommendations. Your idea has a decent probability of delivering if you get their buy-in.

Of course, there's a lot more, but following these procedures will increase your chances of not falling at the first hurdle.

Want to learn more about accurate project scope? Enrol in a project management professional certification training program today!

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How do you break into another industry as a project manager?

This question was recently posed to me by someone in the film industry. This post-production supervisor's resume looked more like a filmography listing than a resume.

Similarly, while in Denver for the PMI Global Congress a few years ago, I had coffee with a cousin and discovered she is an Event Planner. She told me a little about her job, and I told her a little about mine. She was a project management professional, but she didn't consider herself to be one. Many years ago, I was in the same situation, managing projects without even realising it... As far as I could tell, all I was doing was guiding a group of people toward a similar goal.

Focus on the CONTENT as well as the CONTEXT

We all share one trait: a near-exclusive concentration on the context of our profession, to the neglect of the content of our everyday job.

I've already blogged about project management resumes. The most crucial thing in this case, in my opinion, is to take a step back and re-evaluate your own project management experience.

"I strongly advise you to reframe your cinematic experience in terms of project management. I'm sure you dealt with a variety of stakeholders, such as team members, sponsors, and customers. I'm sure you kept track of the scope, timetable, and budget. I'm sure you can offer a good sense of how much money you were able to save.

I'm sure you went through project initiation, planning, execution – monitoring and control, and closure."

Look, some people with little or no project management experience behave like they do, such as those who pursue SCRUM MASTER CERTIFICATION or other qualifications without having the necessary expertise. (Sorry, but doing work around the house does not qualify you for PM experience!)

Others have 20+ years of experience doing everything project managers do, although in an environment where they are referred to by a different moniker. You are a project manager if you handle projects. It makes no difference to me what you call it.

Don't underestimate or exaggerate the importance of your own accomplishments and experience. How to accurately evaluate your starting position, define a career trajectory with strategies for accomplishing your goals, and then execute on those plans is one of the many subjects I discuss in my PM Career Coaching Course.

So, how about you? Have you moved from another industry, such as film or event organising, to project management? Are you now attempting to do so?

Need more insights on the same? Take on a PMI Certification today!

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4 Options to consider when the team is behind schedule

You’re a project manager with a PMI Certification. It's the afternoon of Friday. This is the current state of your project:

Your crew is two days behind schedule.

Because the project is so vital and the deadline is so important, team members working on critical path activities have committed to stay late tonight and work both Saturday and Sunday to get back on track.

Your sponsor just texted you to inquire about the status of the project. Your sponsor is unaware that the squad is two days behind schedule. She took a two-week overseas trip and is just getting back into the office. When she departed, everything was fine. That'll teach her to take time off!

As learned while preparing for a PMI Certification - you consider the following options:

1.       Because you are convinced that everything will be fine, tell her everything is good. Why would you want to disturb her? You assume her SMS is only a check-in, informing you that she has returned from her holiday and has not forgotten about the project. Everything will be alright when she is truly ready to pay attention.

2.       Respond by saying you'll meet with her on Monday to catch up. Then, on Monday, you can give her an update on the project's status and let her know what's been going on. At that point, the team may or may not have done the required work and will be back on track, but you may brag about how hard they worked all weekend. Of course, you secretly hope they'll get back on track.

3.       Ignore her text until later in the weekend, and then send her an update once you're back on track. A SMS is not considered a formal communication in your corporate culture, according to your thought process. In reality, you may have texted your sponsor and received no response for up to 24 hours. You believe you have a good reason to wait. This way, you'll be able to see how much you got done tonight and tomorrow. Your hope is that the team completes the work as scheduled, and you may text her to let her know everything is well.

4.       Tell her the truth about the situation and the strategy — we are now two days behind schedule and will be working the weekend to get back on track. Of course, this results in a lengthy text. If she prefers texting, find a method to be succinct while yet being reassuring. Otherwise, give her a call or send her a quick email.

Which of the options do you prefer: one of the options above or none of the options above? What would YOU do in this situation?

Need more insights on the same? Enrol in a Project Management Professional training program today!

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