Hi Khurram,
See my specific responses below……..
-----Original Message-----
From: khurram hanif [mailto:khurramhanif@hotmail.com]
Sent: Friday, September 11, 2009 3:40 AM
To: Dr. Paul Giammalvo
Subject: Re: PMHUB-G Re: Capture Requirements and Plan
Hi Paul,
Would you like to comment on my following statement
[PDG] Sure, be happy to….
"Every project is unique, success of project cannot be determined based on single factor such as experience and training of Project manager"
[PDG] Yes, every project is unique but in the end, (if done correctly) the project manager is ultimately (or should ultimately) be responsible- at very least, responsible for that over which he/she has appropriate control or authority over. So yes, “success” in those terms can and should be measured.
If you agree with my statement does a survey as mentioned in your email really makes any logic?
[PDG] Yes, a survey does make sense, Why? Because PMI allows if not encourages people to believe that having the PMP will result in “better” or more successful projects, it begs the issue of whether the organization is guilty of false or misleading advertising. IF the organization were more forthcoming and honest in their stated or implied claims as to what the PMP does and does NOT attest to, it probably wouldn’t make any difference. But because PMI is the largest organization, what they say or don’t say has an impact. And I follow this very closely and I have yet to see ANY credible research that supports the claim that having the PMP results in better project management or that NOT having the PMP results in worse project management. Even PMI’s funding of research on the value of project management didn’t really come up with anything substantive. (Thomas and Mullaly) http://www.pmi.org/BusinessSolutions/Pages/Researching-Value-of-Project-Management-Study.aspx
For instance, are you aware that the PMP was originally designed or intended as a test of vocabulary and concepts only, to see if people coming from functional areas were ready to be assigned to project teams as team members and not be lost? So you have to ask yourself, how did PMI allow the PMP to grow into being a measurement of whether a person was a professional project manager? Can you appreciate “inflation” that has happened and the potential damage it has caused to the practice of project management?
Worse yet, PMI has, IMPO, “dumbed down” the PMP exam each time they have “updated” it. When I originally took mine back in 1989, it consisted of 320 multiple choice questions with 5, not 4 possible answers, and the passing grade was 70%) AND you had to pass each of the knowledge areas with a 70%. Compare that to today’s exam- 175 questions that actually count, with only 4 possible answers and a passing score of ~62%.
Khurram
Its a good habit to reply only those who send you email rather to every one...
[PDG] What should you be embarrassed about? You asked a good question and provided a great opportunity to share some little known information about PMI and the PMP that needs to be explained by SOMEONE, as PMI seems unwilling to tell people the truth about the history and evolution of the PMP.
-----Original Message-----
From: "Dr. Paul Giammalvo" <pauldgphd@gmail.com>
Date: Tue, 8 Sep 2009 00:47:35
To: <PMHUB@googlegroups.com>
Subject: PMHUB-G Re: Capture Requirements and Plan
Hi Gerhard,
Many thanks for taking the time to actually read, much less comment on my
postings. I fully realize I am not exactly "preaching to the choir" with my
postings here!!!
But to get back to your comment. Actually, it is Project Management
Professional (PMP) and I was simply paraphrasing to emphasize the fact that
what PMI IMPLIES with the PMP, by no stretch of the imagination can or
should be considered to be a "professional" level credential, even though
some of the people who earn their PMP may in fact be professional project
managers.
Unfortunately, to my knowledge, there has never been a credible study done
that links having the PMP with more successful project management or NOT
having the PMP to being less successful.
Explained another way- while I don't question that understanding the
terminology and concepts PMI advocates is valuable, there is no link between
knowing that and success or failure of a project..... Think about what
that means.......
BR,
Dr. PDG, Jakarta
http://www.getpmcertified.com <http://www.getpmcertified.com>
-----Original Message-----
From: PMHUB@googlegroups.com [mailto:PMHUB@googlegroups.com <mailto:PMHUB@googlegroups.com> ] On Behalf Of
Gerhard Tekes, OPM3 AC
Sent: Monday, September 07, 2009 5:22 PM
To: PMHUB@googlegroups.com
Subject: RES: PMHUB-G Re: Capture Requirements and Plan
Hi Paul,
admiring your energy to continue and continue and continue answering here,
please allow me to refine only one item, you wrote below:
PMP is not, does not want to be, a "Professional Manager of Projects".
It's "Professional in Project Management".
As I always tell my students, when you leave university as an Engineer, this
does not mean, you are now Manager of engineering department. Same as PMP.
Becoming a "Manager" is a 10-30yrs process of experience, and that's where
we are back together: becoming PMP, getting certified about your knowledge,
is important, but it's only the start of a new carrier.
Rgds from Brazil
Gerhard Tekes, PMP,
PMI certified OPM3 Assessor & Consultant 3PTA Tekes & Associados
gerhard@tekes.name, diretoria@3pta.com.br
+55-71-3012.6611, +55-71-8863.0611
www.3pta.com.br <http://www.3pta.com.br>
-----Mensagem original-----
De: PMHUB@googlegroups.com [mailto:PMHUB@googlegroups.com <mailto:PMHUB@googlegroups.com> ] Em nome de Dr.
Paul Giammalvo
Enviada em: 06/09/2009 00:47
Para: PMHUB@googlegroups.com; PMHub@yahoogroups.com
Assunto: PMHUB-G Re: Capture Requirements and Plan
Hi Dr. Chan,
Your question intrigued me...... Unfortunately, a key word search on both
exact phrases yielded nothing....... So let me see what I can infer....
Capture Requirements-
Did you mean COLLECT requirements? (See PMBOK Guide v. 4, Figure 5-3)
Assuming this is what you meant, it means that the OBLIGATION of "someone"
that before a project starts, it becomes important that this "someone"
figures out what we want the project to do or accomplish. Speaking very
candidly, I do not consider this to be an appropriate role for the project
manager at all. IMPO, this is or should be the responsibility of the asset
(portfolio) or operations (program) managers- In PMI speak, it is or should
be the SPONSOR of the project. (How can I as the project manager, possibly
know what was REALLY in the minds of the originators of the project) I
think the project manager is or should be responsible to VERIFY or CONFIRM
what they have been told by the stakeholders, but that happens under SCOPE
VERIFICATION, (See PMBOK Guide v. 4, Figure 5-11 & 5-12) which I think is
very clearly and appropriately the responsibility of the Project Manager.
Plan Experience
While that exact phrase doesn't come up, if we search on "Experience" alone,
we come up with 30+ places in the PMBOK where it does appear. To me, that
makes it clear that experience is one of the more important aspects or
attributes of a "successful" project manager. The tension or oxymoron I see
in this is when PMI certifies people as "Professional" Managers of Projects,
(PMP) their experience is never actually validated. Yes, 10% of the
applicants for the PMP are audited, but that audit does not ask or validate
if the projects were actually successful. The audits only validate the
claims that they worked on projects.
To put the absurdity of this in perspective, would you get on the next
commercial jet knowing the pilot had never successfully taken off or landed
a plane? Or would you go in for open heart surgery knowing your
cardiologist had never successfully operated on a person or that any of your
cardiologists patients survived the surgery?
And the answer, I hope would be, of course not...... Yet isn't that EXACTLY
what PMI has done with the PMP?
I hope this answers your questions and will encourage those who honestly and
truly believe themselves to be professional practitioners not to blindly
accept what PMI puts forward as being a "best" practice, for it is not. If
you look at page 4, what PMI advocates for are those practices used "on most
projects, most of the time". To me, that says "average" and I can assure
you that when I get on the next plane or opt for open heart surgery or even
hire the next manager for our projects, I am NOT looking for the "average"
practitioner, but the best I can afford.
Make sense?
BR,
Dr. PDG, Jakarta
Dr. Paul D. Giammalvo, CDT, CCE, MScPM,
Senior Technical Advisor, PT Mitratata Citragraha,
Jakarta/Singapore/Anchorage/Amsterdam/Johannesburg www.getpmcertified.com <http://www.getpmcertified.com>
Adjunct Professor, Project/Program Management, Lille Graduate School of
Management, Paris, FRANCE www.esc-lille.com <http://www.esc-lille.com>
Curriculum Development Consultant/Adjunct Professor, Asset and Project
Management, University of Western Australia, Perth,
www.blendedlearning.ecm.uwa.edu.au <http://www.blendedlearning.ecm.uwa.edu.au>
Board of Directors, Global Alliance for Project Performance Standards
(GAPPS) Sydney, AUSTRALIA www.globalpmstandards.org <http://www.globalpmstandards.org>
-----Original Message-----
From: PMHUB@googlegroups.com [mailto:PMHUB@googlegroups.com <mailto:PMHUB@googlegroups.com> ] On Behalf Of dr
chan
Sent: Saturday, September 05, 2009 8:54 PM
To: PMHUB - The largest PM group in Googlegroups!
Subject: PMHUB-G Capture Requirements and Plan
Guys can you please give me an example of capture requirements and plan
experience ?
I am sure you have down lots of projects and you`ll share some of your
examples and techniques?
Thanks in advance
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