Login access is only available to associates and administrative staff.

  • Anytime, Anywhere
    Self-Paced
    Procept is pleased to introduce new self-paced
    e-learning modules on project management and
    business analysis topics. Learn what you want,
    when you want it, at a great price.
  • EPC Management
    Agile Management
    Project Finance
    IPMA Certification Prep
    Exciting things are happening at
    Procept. Check out our expanded
    range of course offerings!
  • New for 2015 - Available Now!
    Disciplined Agile Edition: A complete methodology containing over 150 pages of content.
    Why start
    from scratch?

On Being Uniform

  • By: morley.selver on 22 Aug 2016

by Morley Selver, P.Eng., IPMA-B

As a consulting engineer we recently did a project for a refinery where the pipe specification called out asbestos gaskets. Knowing that asbestos has not been used for years in North America and the fact that on the last refinery project, the project engineer did not want to use them, we assumed that this project engineer would do the same. We spent some time researching what was used in the past to replace the asbestos gasket, made up a specification deviation and sent it to the refinery project engineer. To our surprise he refused the specification deviation as he liked asbestos gaskets and that was what he wanted to use. To him, it was a matter of personal preference.

This is not an isolated incident and is a problem that all people dealing with Owners have, that is, what does the Owner want? As a service provider, time and money are wasted when there is confusion and indecision on the Owners’ side. People do not know what to do, so nothing gets done. You don’t know which direction to go, so you spin your wheels. You struggle, you waste time, and money. This is not a pleasant position to be in, especially when you figure out what one project engineers’ preference is and the next project engineer has different preferences. This preference issue not only applies to equipment and material, but also forms and other documents.

What to Use, What To Use?

This is the issue of uniformity and it applies to every company, even your own. By uniformity, I mean everyone in your office should look the same to the outside world. If I am a contractor or consultant, I should see only one person. All the forms and letters used should be the same, the letterhead, and formatting should be consistent, in other words there should be no deviation between personnel, no personal preferences. You don’t go to a bank and every teller has a different form based on what they like to use! They are uniform, teller to teller, branch to branch. You need to be the same.

For CAD, materials, and equipment installation there are specifications and standards. These specifications and standards have been developed over the years through trial and error, discussion, study, and research. They are to be taken seriously and should not be deviated from. If you need to deviate from them, the proper procedure is to get a ‘Specification Deviation’ to record the deviation and obtain authorization for the noncompliance.

So, to be consistent, amongst other things, your company should have standard forms, specifications and standards, procedures, letterhead, minutes of meeting, etc. and all correspondence should go through a common secretary who can format it the corporate way. This sounds easy but can be difficult to do. It is the only way to operate a business efficiently.

Oops, We Got The Wrong Item

For equipment and material, one way for the Owner to achieve consistency when working with engineers, vendors and contractors, is to use a Plant Conditions and Standard Component List. This document serves two purposes; 1 Have you ever been in the position of looking for design basis information and the Owner does not have the answer or the answer given differs from the last time the question was asked? This is what the Plant Conditions document is used for. It describes to Service Providers what the plant conditions are. It tells them the plant elevation; water, air, natural gas pressures; fluid temperature and power information; weather information at the plant location; plus any other important information about the plant and its’ location. This allows those designing equipment to have the same operating conditions as the next designer. With the conditions printed out, everyone knows where they are and there is no guessing as to the conditions. This document has to be kept up-to-date. One important section is the earthquake design information. For this the Owner should hire a structural engineer familiar with the location to provide the numbers. If this is left up to the vendors there is a good chance that the information used will be wrong since they are usually taken from general information. These plant conditions will provide uniformity across all designs. For the Service Providers there is no wondering what numbers to use. 2 Have you ever been in the position of buying an equipment skid, it shows up on site and within 15 minutes someone from maintenance is in your office telling you that the components use in the skid are not what the plant use. Now the fun starts trying to get the situation rectified. The standard component list is there to help you prevent this problem. It is a list of the plants preferred make and type of components they like to use. It covers, amongst other things, architectural, mechanical, electrical, and instrumentation. It can have one, two, or three choices of manufacturer to give the Service Providers, Vendors and Contractors some leeway. If you have given this type of document to a vendor then the skid problem becomes a lot easier to handle. You just call up the vendor, tell him he did not use what you asked for and you want it fixed at his cost.

The Standard Component List does not just apply to industrial plants. One of my workshop attendees was a volunteer on a historical gold mine restoration and adapted this document as it was a great way to ensure consistency of hardware / components across all the volunteers and avoid confusion with the vendors / contractors providing services.

Where To Find One

It is important for this document to be developed and transmitted to the Service Providers, Vendors, and Contractors. If you want more information and the actual document, I have written an e-book on this which includes a comprehensive list of components used in a plant. You can take this list, give it to your maintenance people to fill in and you are ready to go. For a copy of this ebook, please contact sales@procept.com.

The ROADMAP Acrostic

  • By: bill.richardson on 12 Aug 2016

Acrostic: A memory device that helps people remember discreet pieces of information. The first letter of each word in an acrostic spells out a word or message that provides a framework for understanding and application.

 

Leadership and Management Context

ROADMAP (Remove Obstacles Ambiguity Distractions and Mobilize Around Purpose) reminds business professionals that leadership success involves asking the right questions rather than always needing to have the right answers. As an illustration, one key right question of the team should be what impedes success or what distracts the team from a peak performance focus.

Leadership is authentic influence that creates value by mobilizing people toward a shared purpose or goal. With this in mind, this acrostic is easy to learn and teach to stay focused on leadership’s intent—helping people share the vision and contribute to its attainment.

ROADMAP (Remove Obstacles Ambiguity Distractions and Mobilize Around Purpose)

Remove

Main Idea: Remove means remove. This acrostic’s first word is more about awareness and focus than action. Instead of focusing on having the right answer, remove is about believing that your team could have the right answer, but an obstacle interferes. The leader’s mission is to remove that obstruction. Although this mission might be simple, like golf, it is difficult. Remove requires reprogramming ideas and beliefs with which you have likely been raised.

Obstacles

Main Idea: Not all obstacles are created equal. Often, intelligent people and people who think they are intelligent advocate a solution to a problem instead of understanding the context or impediment of the person asking the question.

This tendency bleeds into a diminishing leadership style whereby leaders, thinking their mission is to answer questions, act as thinking replacement instead of thinking partner. Put another way, the leader can be the biggest obstacle to peak team performance and individual growth and development.

Team members should consider several obstacles in team or individual peak performance. For example, people feeling unvalued in their job by the leader or not valuing the work (want to) is classic.

People lacking skills and abilities (able to) and not understanding expectations or the definition of success (know to) are others. Even so, the biggest inhibitor leaders miss is the most obvious—not being equipped with tools, processes, or support (equipped to). These four elements form another valuable acrostic called WAKE, which can be found on this blog.

Ambiguity

Main Idea: Ambiguity is the enemy of commitment. The Holy Grail of leadership is convincing your followers that you can be trusted with their commitment of energy, passion, and full engagement to pursue a shared purpose. A clear vision, goals, and consistent messaging are the building blocks for fostering and sustaining commitment. Whereas commitment is nourished by clarity, it is compromised by ambiguity, which leads to high levels of uncertainty. The natural consequence of uncertainty is eroding commitment, usually to the point of compliance. The trouble with compliance is that, as the leader, you no longer have a fully engaged, creative team member. Instead, you have individuals who, because of the lack of clarity, take fewer risks and wait for direction before acting on next steps. Neuroscience demonstrates that uncertainty triggers a threat response in the brain that can have negative consequences on team and individual cognitive performance. High-performance teams depend on fully engaged, committed team members

Distractions

Main Idea: Learn how to tame what Buddha called the monkey mind—an apt metaphor to illustrate our inability to stay focused on a specific task or aim. All distractions are obstacles because our brains are hardwired to pay attention to danger, food, and sex, but not always in that order.

With survival-based instincts in play in our brains, primal impulses to keep us alive prevail, especially when we do not pay attention. While experiencing the world, our brain is vigilant for any threat to our survival, real or imagined, for example, e-mail’s impact on productivity. A leader emphasizing an “always on” approach can cause team members to constantly listen for and respond to emails. Neuroscientists have discovered that our attentional focus takes several minutes to return to its best.

Imagine the impact on your team’s ability to focus if you are a diminisher, command-and-control manager, who constantly asks, “Are you done yet?” The distraction part of ROADMAP is the most overlooked success factor in leadership today.

Mobilize

Main Idea: Telling is not enough. The dictionary definition of mobilize , “to assemble, prepare, or put into active service of a purpose,” fits this acrostic’s intent. Mobilize is a key engagement strategy that can be executed by telling, selling, negotiating, or even enlisting.

When leaders think unconsciously, on autopilot, culturally induced memes (beliefs or attitudes) they have heard, thought, or learned are activated. Most likely, the go-to, automatic mobilizing approach will be telling, not because it is the most effective or appropriate, but because it is programmed in by the organizational culture.

Today’s fast-paced, multicultural, multigenerational, and complex work environments need a more agile mobilization strategy. Leaders must mobilize people through selling ideas, through willingness to negotiate win/win options, and by attracting people to a shared vision of a better future.

Around

Main Idea: Around differs from with . When leaders mobilize around purpose, they communicate and model that their team must connect between their team role and the overall vision of the team or product. Around in this context means “energized by” as opposed to just understanding the intellectual or practical connection. Mobilizing through with is tactical, and it lacks the intensity and attraction of the transformational around.

Purpose

Main Idea: Never let process impede purpose. Dictionaries define purpose as “an anticipated outcome that is intended or that guides planned actions.” Intentionality about purpose goes beyond a vision, defined as “the ability to plan or see into the future.”

Purpose gives your mission legitimacy or appeal. The word mission is often defined as “an ambition or purpose assumed by a person or group.” Leadership manages meaning, especially by helping team members understand their personal or group purpose, interpret integration of the corporate mission, and see the goal, often called the vision.

Although we are hardwired to respond to danger, we are drawn to situations where our status, certainty, autonomy, relatedness, and fairness (SCARF) are acknowledged and reinforced. David Rock in his groundbreaking work in 2009 created the SCARF model for social interaction.

Leaders manage meaning when they help shared meaning of key concepts, whereby shared meaning, and not shared agreement, helps team members transform shared meaning to shared purpose and shared ownership.

Final Words

Team members opting, without coercion or pressure, to achieve the envisioned shared purpose is the Holy Grail of leadership. Commitment to shared purpose leads to a shared ROADMAP, shared priority, and shared ownership. Shared ownership in a purpose is the fundamental building block for high-performing teams. The ROADMAP acrostic helps get you there.


Bill RichardsonBill Richardson, PMP, PgMP is a Procept Senior Consultant dedicated to helping individuals, teams, and organizations transform learning into measurable value. This simple but powerful imperative, which he calls Learning on Purpose , is the centerpiece for his consulting and training business and is aimed at engaging in learning as a process, not a one - time event. He can be counted on to candidly share his knowledge, global perspective, and objective insights about how to thrive in today’s fast-paced, turbulent, but opportunity - rich, environment. Your learning is his business.

Q2 2016 PMI Certifications Update

  • By: pcadmin on 01 Aug 2016

The Project Management Institute (PMI) just released the latest figures on the number of holders of each of its certifications as of June 30, 2016. The figures show solid growth in most certifications:
 

Total Project Management Professional (PMP)® credential holders:

718,131

Total Certified Associate in Project Management (CAPM)® certification holders:

31,755

Total Program Management Professional (PgMP)® credential holders:

1,662

Total PMI Scheduling Professional (PMI-SP)® credential holders:

1,516

Total PMI Risk Management Professional (PMI-RMP)® credential holders:

Not published

Total PMI Agile Certified Practitioner (PMI-ACP)® certification holders:

12,044

Total PMI Portfolio Management Professional (PfMP)® credential holders:

355

Total PMI Active Professional in Business Analysis (PMI-PBA)®:

843

Honest, Fair and Ethical

  • By: morley.selver on 11 Jul 2016

by Morley Selver, P.Eng., IPMA-B

As I mentioned in a previous article, you have to treat every project as if it will end up in court. If you are unfortunate enough to be there, then you want to be on the winning side. You need a reputation that cannot be called into question. In your project management career you will come across all kinds of issues and it is important that you be honest, fair, and ethical in all your dealings with your team members, vendors, contractors and any other people with whom you come into contact.

Will People Work With You?

To be a leader, you have to be honest with everyone and in everything you do. You have to lead by example. In all projects, mistakes happen, things change, in fact change is inevitable. If the mistake is your fault then say so and get on with the work. Do not blame other team members. You should stand up for your team members. If you do not stand up for your team members, motivation will be affected, decisions will be harder to make, and they will not want to work with you again. You have to be able to respond positively to acceptable criticism and personal attacks. At all times you have to be reliable, trustworthy and discrete. If you say you will do something, then do it, as deeds speak louder than words. We all know someone who is all talk and no action. These people we don’t like to work with.

The same goes for contractors and vendors. They are part of your team and you have to stay on good terms with them as well. If you made the mistake, do not try to blame the contractors / vendors as it will only cause you greater problems. Contractors / vendors have reputations and costs to control and they will not stand to be blamed for something that is not their fault especially if it will cost them money. They will bypass you and go to your management if necessary. They will also refuse to deal with you which causes its’ own problems. You do not want to put yourself in these positions, so be above board in all your dealings.

Try and Convince Your Boss Not To Do This!

An issue that comes up or will come up, is requesting a quote from a contractor / vendor when you have no intention of using them and are only looking for a check price. If the contractor / vendor finds out this what you are up to, you will have trouble getting a price out of them in the future. Keep in mind it costs the contractor / vendor money to put together an estimate and if there is no return for the effort they will not do it. This happened recently when a Canadian city was looking for quotes on streetcars. They didn’t get bids they liked so they tried to get a quote from another vendor who was not in the original bidding effort. He was not interested in giving a price as he figured out they were only looking for a check price. This put the city into the position of not knowing if the price they have is good or bad. The way around this is to pay a contractor / vendor to put an estimate together for you. It may not be cheap, but at least you get an estimate that is somewhat accurate. This way you are upfront and honest about what you are doing.

Project Management Is Not A Popularity Contest

When you are the project leader, your company, or the owner, has given you their money and are asking you to manage it wisely for them. Someone has faith in you, that you can do the job. In order for them to continue having faith in you, you have to be above board in everything you do, i.e you have to behave in an ethical manner. Ethics is the morally accepted professional conduct for every individual and is a basic trait in every social system. At all times you have to be aware of ethical issues and address them. You have to be open about your own personal and professional ethics. In times of conflict or crisis you have to maintain your ethical standards. You have to live up to agreements, be transparent, fair, and categorical in ethical standards.

When you are the project leader, others will always try to influence your behaviour towards them. The best example of this is gifts from a contractor / vendor. Most organizations have policies and procedures to follow such as not accepting gifts greater than $25.00 in value. Myself, I will let someone buy me a cup of coffee but that’s it. If your company does not have a policy, then make your own personal policy to maintain your ethical behaviour. Any gifts you receive could be raffled off, or given to charity, (get and keep receipts if donating to charity). Remember, your job is to protect your companies interest, not to be the most popular person on the project. With all projects there will come a time when you will have to make tough decisions that a contractor / vendor is not going to like. No matter how uncomfortable the decision is for you, you will have to make it. The only way you can do this is if you have a clear conscience. You can not be influenced by anyone.

In summary, as the leader, you have to look after your companies investment and you always have to be prepared to make the hard, uncomfortable decisions. You can only do this comfortably if you are reliable, honest, and follow ethical standards.

Four Key Elements: Scope, Schedule, Budget and Resources

  • By: pcadmin on 19 Jun 2016

by Morley Selver, P.Eng., IPMA-B

HHas This Ever Happened To You? Have you ever go to a scope review meeting with the client where they keep adding items to the scope without any thought as to what the affect will be? After the scope changes are added up they can’t understand why their project is now way over budget. This is the sticker shock phase and results in scope cuts to get the project back to where it should be. This has happened to all project managers and will continue into the future. So don’t feel bad if it has happened to you. What you need to understand is what is happening and point out to the client that every change they make affects the project either in cost, schedule or resources required. There is no getting away from it.

You Need To Understand SSBR

You have to understand the relationship between Scope, Schedule, Budget (cost), and Resources (see Figure 1). Resources refers to people, funding, equipment, or materials. When one of these parameters changes, one or more of the other three has to change as well. In other words, as the scope is increased, the budget, schedule or resources required to meet the new scope may change. As a simple example, if you take a piping run and add a valve, the scope changes (added the valve) the budget changes (the cost of the valve), the schedule could change (the valve addition could put the piping run on the critical path) and the resources could be affected (need to redesign the pipe run with the new valve in place).

In Effect 24/7

These four constraints apply to all projects and are in affect all the time. When you start your project, management has to decide whether the project will be cost driven or schedule driven. They can not have both, no matter how hard management wish and hope. You are going to manage a schedule driven project differently than one that is cost driven

You will have a disaster in the making if you, or management, change priorities in midstream, say from a schedule driven project to a cost driven project. Been there, had that done to me. When you are schedule driven, you spend the money required to meet the end dates. This could include overtime and paying to expedite material. To change from this mode to one of “we now have to watch the dollars” is difficult to do. Management has to pick the priority at the beginning and stick with it.

Recently a lot of projects were resource driven, i.e. there were not enough people to do the work, which had a big effect as it controlled the schedule. The lack of resources required the scope to be cut back to do what the resources could handle. Currently we are dealing with funding (resource) issues. The scope, schedules, and resources are being adjusted to match the funding available.

This Applies To Your Everyday Life

When managing your projects you have to keep this relationship in mind and you have to apply it on a daily basis. If you are managing several projects, each project has it’s own Scope, Schedule, Budget, and Resource issues that you have to contend with, (see Figure 2). The 1, 2, 3 would be your different projects.

This relationship also works in your everyday life, think of building a deck on your house and doing all the work yourself. You develop a budget, look at the scope to see what you can afford and cut scope as necessary. Since you are the only resource, your availability will determine the schedule. If you have a day job this becomes weekend or after hours work. You need vacation and some times you just don’t feel like doing anything. We’ve all been there.

But it is not just you that has this relationship, your boss has it as well, only on a higher level. Figure 3 is the arrangement you boss is looking at. The 1, 2, & 3 could represent project managers. Whereas you could be managing a $1,000,000 project, your boss is looking after the total capital budget for your company which could be in the 100’s of million dollars. For those Budget dollars, there is a corresponding Scope, Schedule, and Resources. He has the same restrictions as you do only on a larger scale. If one of the project managers overruns his budget, then the boss has to figure out where to get the additional funds from the fixed pot of capital money. He can cut scope on another project and take those funds to fund the overrun. These are everyday project decisions that have to be made.

If you work for a company that has more than one facility or division in your country, then there is probably a vice president of capital projects who has the same restrictions as you have only on a much larger scale. The 1, 2, & 3 could represent different facilities within the company. At this high a level the resources could become the funding available to the company.

If you work for a global company the 1, 2, & 3 could be different countries. Then the company would have a vice president of world projects who would have the same restrictions as you. Look at some of the global oil companies, they have capital budgets in the billions of dollars and they have to manage the money the same as you do. With the oil spill in the Gulf of Mexico, BP has to find funding (resources) to pay for the cleanup. It is known that they have gone to various banks for loans as well as the sovereign funds in the Middle East.. We don’t know if that will be enough to cover the costs or will they have to find funding within the company. The oil spill cleanup and trying to stop the flow is making the exercise schedule driven so cost is not a burning issue at this point. Once they get the flow stopped or under control, the project will either stay schedule driven or become resource driven due to availability of funding.

Here Today, Gone Tomorrow

This relationship is the reason your project could suddenly get cancelled. If something happens in one of the facilities that requires an unexpected expenditure, rather than going on the market for more money, management will just start canceling projects until they have enough money. You could be minding your own business, have a great project, managing it perfectly, but have a border line rate of return or a lower priority, when all of a sudden it’s canceled. This is the relationship that management are following when making these type of funding decisions.

Keep this relationship in mind as it is a basic project control relationship. Make a copy and put it on your wall. Every time someone asks for something take a look at the relationship, determine what is going to change, make a note for future reference or write out a change notice accordingly.

New Video - Evaluating Project Management as a Discipline

  • By: pcadmin on 02 Jun 2016

Procept associate Dr. Mark Kozak-Holland discusses the theoretical frameworks underlying the discipline of project management and reveals the inherent weaknesses and biases we often overlook in our models. A fascinating topic for project management professionals and students of the subject.

Recorded at the 5th Annual PM Paper Competition in Toronto, Canada in September 2015.

New Video - Contract Management for Field Engineers

  • By: pcadmin on 09 May 2016

Procept Associates senior consultant Morley Selver provides an overview of contract management for field personnel on construction/engineering projects in this one-hour webinar. This webinar is an overview of the concepts, taken from Procept's 2-day course of the same title, available in classroom and self-paced online format.

The Amazing World of E-mails

  • By: pcadmin on 06 May 2016

by Morley Selver, P.Eng., IPMA-B

Isn’t technology wonderful? I have a friend who works in Papua New Guinea and through the wonders of e-mail we have instant communication. I just type out a few words and hit send and within seconds he receives my musings. That is truly amazing. However, as you are well aware, there is a good side and a bad side to everything and e-mail is no different. We have all had times when 2 seconds after hitting the send button we have second thoughts about what we have sent and at the speed of light there is no getting it back. If not handled properly, a miss-sent e-mail could cause you untold grief or even ruin your career.

For Your Eyes Only

Have you ever typed an e-mail with information for the eyes of the recipient only, then find out that they have forwarded it on to someone else without editing the e-mail first! This could be embarrassing. If you are going to forward an e-mail with a thread, read the complete thread and edit if necessary. A lot of trouble can be caused if the wrong information or privileged information is sent to the wrong person.

People say things in e-mails that they regret later when the words fall into the wrong inbox, like their bosses. Be very careful what you say about people or clients, etc. You have to be very careful not to put something in an e-mail that could have negative consequences for you. You can not depend on the recipient not to forward your e-mail unedited.

Be Careful Out There

If the subject matter is of a sensitive nature or private, then phone or do a personal visit. Keep in mind, in the case of legal problems, the project e-mails can be subpoenaed by the courts and what you have written could come back to haunt you.

Before you fill in the “TO” field of your e-mail read and re-read it to make sure it is the way you want it. Only after you are happy with the way it is written and any attachments added should you fill in the “TO” field. It has happened that e-mails have been accidentally sent before the body of the e-mail was finished.

If you have to write an e-mail of a contentious nature, it may be better to sit on it for a day before sending it. Write the draft, don’t fill in the “TO” field and then let it sit. Look at the next day and see if it still applies.

Who Sent This E-Mail?

Look at some of the e-mails you get! They have no contact information on them at all. If you need to phone the person you have to go out of your way to get the number. Don’t be that way. Always use a signature with contact information, phone number and extension, cell phone number if you have one, fax number, and business address. It’s not like you have to type this every time. You should have a business signature for external e-mails and a personal one for internal e-mails. Any business e-mail should have the business signature and not your personnel signature.

Always read and reread the “TO” to make sure you are sending the e-mail to the right person. It is not uncommon to have several people with the same name in your contact list. I have two, one internal and one external to the company. The only difference is their middle initial. With e-mail programs there is the chance it will automatically insert the wrong person into the “TO” field. Force yourself to read the complete name to ensure accuracy. Think about the information in the e-mail, have you included everyone in the “TO”. It’s okay to use the “CC” to include people who should know about what you are discussing in the e-mail, however, be very careful how you handle “BCC”. In business, do not hide who you have sent the e-mail to. Doing so will come back to bite you. If found out, it’s only a matter of time, people will question your character and you will not come out of this situation looking good.

The Ball Is Not In Their Court!

One issue you will come across is someone looking for information, sending an e-mail requesting the information, then sitting back and waiting for the e-mail to get answered. You know what it’s like with your own e-mail. You may get numerous e-mails every day, so you go through and pick out the ones that you think are important, answer them and maybe get around to the others. So, just because you have sent an e-mail does not mean the ball is in the other persons court. If your e-mail is important and you are looking for an answer, then phone the recipient and tell him to look for your e-mail as it is important to you and your project. It’s your responsibility to chase it down.

This Is Confusing!

A long time ago, when I started out in my project management career, e-mail had not been invented and faxes were the main method of instant communication. Each fax would have a company logo or letterhead on it and they were easily recognized and remembered. Today, when you print out an e-mail, they all look the same. Print out several that you have and see how ‘confusing’ they appear. The subject does not jump out at you. You have to search the document for the e-mail subject. If left on the computer, finding the e-mail subject is relatively easy and you can search to find what you are looking for. Some people print out e-mails for follow-up or for a hardcopy record. Finding the subject on the printed e-mail can be a real pain to do, so in order to save time and effort, when you print out an e-mail, write across the bottom what the subject is. This way you just scan the bottom and there is the information you need. This also applies to other documents as well, not just e-mails. By writing the subject on them it saves you time scanning for information hidden in the clutter.

I’m Really Old

I’m old school and prefer to have face to face conversations with people rather than send e-mails. I like to get the body language from the conversation. It’s also more personal and harder for others to ignore you. For distant communications I prefer to phone. As a project manager it is important for you to go out and talk to the designers, draftsmen, tradesmen, etc. working on your projects. It is important to them that you show an interest in them. This will do more to motivate your team than any e-mail you send out.

These are just a few e-mail tips to help you communicate in a more professional manner.

Q1 2016 PMI Certifications Update

  • By: pcadmin on 27 Apr 2016

The Project Management Institute (PMI) just released the latest figures on the number of holders of each of its certifications as of March 31, 2016. The figures show solid growth in most certifications:
 

Total Project Management Professional (PMP)® credential holders:

712,948

Total Certified Associate in Project Management (CAPM)® certification holders:

30,994

Total Program Management Professional (PgMP)® credential holders:

1,572

Total PMI Scheduling Professional (PMI-SP)® credential holders:

1,494

Total PMI Risk Management Professional (PMI-RMP)® credential holders:

3,554

Total PMI Agile Certified Practitioner (PMI-ACP)® certification holders:

11,136

Total PMI Portfolio Management Professional (PfMP)® credential holders:

314

Total PMI Active Professional in Business Analysis (PMI-PBA)®:

688

New Online Course: Operators as Part of the Project Team

  • By: pcadmin on 15 Apr 2016

Your Operators are the life blood of your project. For a project manager caught up in the frenzied bustle of his or her work, this can be an easy fact to overlook. However, the Operator has tremendous influence over project success. The PM who has a deep understanding of the role is in an excellent position to create an effective ally.

In order to protect the Owner's investment, Operators must provide input into the design, construction, startup and operation of a project. Engineers, vendors and contractors all rely on Operator feedback and so the PM needs to take steps to reliably document and record Operator input.

In this short, e-learning course, participants learn about the role of the operator and how to effectively incorporate them into the project team without leading to disruption.

Pages

Latest Tweets

Sorry, twitter is currently unavailable.