“What is that Monte thing in the PMBOK®?” is probably one of the most common questions I receive from those studying for their PMP® exam. Monte Carlo Analysis is not explicitly listed as a tool and technique in the PMBOK, but it is mentioned as being part of two tools and techniques. The What-If Scenario… [Read more…]
March 30, 2010 by tapuniversity
Event Chain Methodology Event Chain Methodology is a project scheduling technique which accounts for the uncertainty and risk in project schedules. First, a best-case scenario schedule is developed. Then events and Event Chains are taken into account by determining their probability and impact. Events can directly affect schedule activities as well as trigger other events.… [Read more…]
March 29, 2010 by tapuniversity
A Feasibility Study investigates whether a potential project is feasible. It asks questions such as whether the project can be accomplished (is it technically feasible), whether it will be successful and profitable, and how much it will cost. The fourth edition PMBOK® (Project Management Body of Knowledge) has little to say on Feasibility Studies. It… [Read more…]
March 26, 2010 by tapuniversity
PRINCE2 stands for Projects IN Controlled Environments. This project management methodology emerged from the United Kingdom. The earlier version, PRINCE, began in 1989 and PRINCE2 was published in 1996. There were some revisions in 2009. Originally the methodology focused on IT projects, but it is now more widely applied. Seven principles form the foundation for… [Read more…]
March 25, 2010 by tapuniversity
A common piece of trivia those studying for their PMP® often encounter is “When is risk and uncertainty at its highest, and when is it easiest to make changes?” The answer is “at the beginning of the project.” As we work on a project, we learn more and more. As activities are completed, we no… [Read more…]
March 24, 2010 by tapuniversity
In an earlier posting (Understanding Ethics Complaints Questions on the PMP Exam, February 8, 2010), we discussed our duty as members (or certification holders) of the Project Management Institute (PMI) to report ethics violations to PMI and when we are obligated to carry out this duty. Section 2.3.3 of the Code of Ethics (http://www.pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx) states… [Read more…]
March 23, 2010 by tapuniversity
“I know Jack will get that report to me by Friday. He said I’ll have it by Friday, so I’ll have it by Friday—Jack never lets me down. When he says something will get done, I don’t worry about it because I can trust he’ll take care of it” says the project sponsor. “You’re fortunate… [Read more…]
March 22, 2010 by tapuniversity
“Listen up, team! I’m tired of tardiness—we haven’t been able to start these morning meetings on time. Next person late to our morning meeting will be written up and reported to HR!” says the Project Manager. Just then, the meeting room door creaks open and the Project Manager’s favorite team member, with whom he plays… [Read more…]
March 19, 2010 by tapuniversity
Discrimination is behavior towards a member of a certain group based on their membership of that group rather than their individual qualities. Hiring only people of a certain race, giving certain assignments more often to either men or women, and recruiting just younger individuals are all examples of discrimination. The fourth mandatory Fairness standard in… [Read more…]
March 18, 2010 by tapuniversity
Why is it a problem to hire or award someone based on the fact that they are your friend, relative, or have offered you a little “gift” in return? The problem is what you are not doing—making decisions based on people’s merits to the best interest of your organization. The third mandatory Fairness standard in… [Read more…]
March 17, 2010 by tapuniversity
Respecting both tangible things and intellectual property that do not belong to you is a matter of showing respect for the owner. The fourth mandatory Respect standard in the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct (http://www.pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx) is “3.3.4 We respect the property rights of others.” Owners, which include both individuals and… [Read more…]
March 16, 2010 by tapuniversity
“Power tends to corrupt, and absolute power corrupts absolutely. Great men are almost always bad men” is a popular quote originating from Lord Acton. This saying reveals the frightening lure of using one’s acquired power to benefit one’s self at the expense of others. The second mandatory Respect standard in the Project Management Institute’s (PMI)… [Read more…]
March 15, 2010 by tapuniversity
The very succinct first mandatory Respect standard in the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct (http://www.pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx) is “3.3.1 We negotiate in good faith.” When we negotiate in good faith, we negotiate with good and honest intentions or beliefs. It surprises me that this standard is categorized as a Respect standard rather… [Read more…]
March 12, 2010 by tapuniversity
Norms and customs don’t just vary from country to country, they can vary across neighborhoods and even across departments within an organization. I was told once by a kid from the town next to mine that she could tell which kids were from my town because they liked to wear socks under their sandals. This… [Read more…]
March 11, 2010 by tapuniversity
Your boss announces her plan for cutting some project costs during a team meeting though the client has already paid for the services those costs reflect. Had she negotiated with the client and advised them of the cost cutting measure, it’s fine. It’s business, right? You suspect though that this planned activity cheats the client… [Read more…]
March 10, 2010 by tapuniversity
“Ignorantia juris non excusat”—ignorance of the law is no excuse! This well-known legal principle states that we are held liable for laws even though we may not be aware of them. This suggests that it’s a good idea to be aware of the laws and other rules that directly pertain to our work. As a… [Read more…]
March 9, 2010 by tapuniversity
In order to be a member of the Project Management Institute (PMI) one must agree to abide by the PMI Code of Ethics and Professional Conduct. It establishes expectations for behavior and serves as guidance for members as they make decisions in their profession. The sixth aspirational Responsibility standard in the PMI Code of Ethics… [Read more…]
March 8, 2010 by tapuniversity
Listening carefully in order to understand someone is a practical skill for everyday life, but it’s also considered a matter of respect, and is so listed as the second aspirational Respect standard in the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct as “3.2.2 We listen to others’ points of view, seeking to… [Read more…]
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March 31, 2010 by tapuniversity
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