Highlights of Changes to PMI Presentation to PMI

Highlights of Changes to PMI Presentation to PMI – CLG General Meeting October 24, 2019 Dennis Sherman, Ph. D. , PMP, CMQ/OE 1

PMI Changes • Information gleaned from the 2019 PMI Global Congress held October 4 through 7 in Philadelphia, PA • Presentation represents personal observations from the various sessions • Most information is very preliminary and will be noted so on the applicable slide. 2

PMI Changes • PMI Brand changes ü New logo reflects changes to the PMI vision to be a leader in the new PM Evolution • : The PMP Exam changes ü Beginning in July of 2020, the PMP exam will be changing ü The application will also be changing ü For now, current certified PMP’s are ‘grandfathered’ • The PMBOK transformation ü Currently slated for late 2021 rollout ü Completely changes to the nature of the PMBOK • New e-Tools and resources üSnippets üNavigator 3

PMI Changes – Brand Changes Brand Refresh Update 5 October 2019 – presented to LIM North America 4

PMI Changes – Brand Changes Within the context of changing tech, people, and work, the perceived relevance of PMI has shifted over time “ Although PMI provides valuable products, they are not as applicable today PMI has set the standard for project management, but the profession has passed by the organization and certification PMI needs to help PMs broaden their perspective and expand their skills beyond PM skills PMI must be upfront and not a laggard like it is being perceived nowadays PMI has a history of pushing certain requirements and ideas, rather than being open to what people in different regions really need They don’t have a clear POV on what needs to change in the future Project Management is not seen as strategic. PMs needs to elevate their position and be seen as critical to helping the c-suite to translate strategy into execution ” 5 7

PMI Changes – Brand Changes The new logos and graphics are a visual representation of this new position “ Although PMI provides valuable products, they are not as applicable today Within the context of changing tech, people, and work, the perceived relevance of PMI has shifted over time PMI has set the standard for project management, but the profession has passed by the organization and certification PMI needs to help PMs broaden their perspective and expand their skills beyond PM skills PMI must be upfront and not a laggard like it is being perceived nowadays PMI has a history of pushing certain requirements and ideas, rather than being open to what people in different regions really need They don’t have a clear POV on what needs to change in the future Project Management is not seen as strategic. PMs needs to elevate their position and be seen as critical to helping the c-suite to translate strategy into execution ” 6 7

PMI Changes – Brand Changes “ 7 https: //www. youtube. com/watch? v=HPc. Ja. Ma. Gio 0 7

PMI Changes – Brand Changes Chapter Brand Refresh ACTIONS FOR THE CHAPTER BOARD “ 1. Availability of someone(s) on your chapter leadership team to view the webinar regarding The Project Economy, embrace the new positioning, and be prepared to share it with others – this is the advocacy bit! 2. A commitment to implement the new visual identity in a few simple ways by 31 March 2020, including: • update your chapter website with help and resources from the PMI brand chapter teams • • Change fonts, color, logo, header and footer Does not include content or structure of website update the chapter’s business cards/stationery, email headers, PPT templates, and other materials with new templates that will be provided to you 3. Create a simple 30 -60 second testimonial video supporting PMI’s new brand position (we’ll help you with the scripting, or use your own words!), that can be used to generate excitement among your chapter peers • 7 20 4. Commitment to supporting the new brand position and identity through your social media networks and communities 8

PMI Changes PMP Exam changes • Current exam composition • Future exam composition • Why you should care – even if you are certified https: //www. pmi. org/certifications/types/projectmanagement-pmp 9

PMI Changes PMP Exam • Current exam based on PMBOK 6 th Edition • Exam guidelines released June 2015 10

PMI Changes PMP Exam • Based on Project Management Processes 8 tasks 13 tasks 7 tasks 11

PMI Changes PMP Exam Cross Cutting Knowledge areas • • • • Active listening Applicable laws and regulations Benefits realization Brainstorming techniques Business acumen Change management techniques Coaching, mentoring, training and motivational techniques Communication channels, tools, techniques, and methods Configuration management Conflict resolution Customer satisfaction metrics Data gathering techniques Decision making Delegation techniques • • • Diversity and cultural sensitivity Emotional intelligence Expert judgment technique Facilitation Generational sensitivity and diversity Information management tools, techniques, and methods Interpersonal skills Knowledge management Leadership tools, techniques and skills Lessons learned management techniques Meeting management techniques Negotiating and influencing techniques and skills 12

PMI Changes PMP Exam • New exam content based on June 2019 Guidance 13

PMI Changes PMP Exam 14

PMI Changes PMP Exam People Domain Task Statement Lead a team Manage Conflict Support team performance Empower team members and stakeholders Enablers · Set a clear vision and mission · Support diversity and inclusion (e. g. , behavior types, thought process) · Value servant leadership (e. g. , relate the tenets of servant leadership to the team) · Determine an appropriate leadership style (e. g. , directive, collaborative) · Inspire, motivate, and influence team members/stakeholders (e. g. , team contract, social contract, reward system) · Analyze team members and stakeholders’ influence · Distinguish various options to lead various team members and stakeholders · Interpret the source and stage of the conflict · Analyze the context for the conflict · Evaluate/recommend/reconcile the appropriate conflict resolution · Appraise team member performance against key performance indicators · Support and recognize team member growth and development · Determine appropriate feedback approach · Verify performance improvements · Organize around team strengths · Support team task accountability · Evaluate demonstration of task accountability · Determine and bestow level(s) of decision-making authority 15

PMI Changes PMP Exam People Domain Task Statement Enablers Ensure team members/stakeholders are · Determine required competencies and elements of training · Determine training options based on training needs · Allocate adequately trained resources for training · Measure training outcomes Build a team Address and remove impediments, obstacles, and blockers for the team Negotiate project agreements Collaborate with stakeholders Build shared understanding · Appraise stakeholder skills · Deduce project resource requirements · Continuously assess and refresh team skills to meet project needs · Maintain team and knowledge transfer · Determine critical impediments, obstacles, and blockers for the team · Prioritize critical impediments, obstacles, and blockers for the team · Use network to implement solutions to remove impediments, obstacles, and blockers for the team · Re-assess continually to ensure impediments, obstacles, and blockers for the team are being addressed · Analyze the bounds of the negotiations for agreement · Assess priorities and determine ultimate objective(s) · Verify objective(s) of the project agreement is met · Participate in agreement negotiations · Determine a negotiation strategy · Evaluate engagement needs for stakeholders · Optimize alignment between stakeholder needs, expectations, and project objectives · Build trust and influence stakeholders to accomplish project objectives · Break down situation to identify the root cause of a misunderstanding · Survey all necessary parties to reach consensus · Support outcome of parties' agreement · Investigate potential misunderstandings 16

PMI Changes PMP Exam People Domain Task Statement Enablers Engage and support virtual teams · Examine virtual team member needs (e. g. , environment, geography, culture, global, etc. ) · Investigate alternatives (e. g. , communication tools, colocation) for virtual team member engagement · Implement options for virtual team member engagement · Continually evaluate effectiveness of virtual team member engagement Define team ground rules · Communicate organizational principles with team and external stakeholders · Establish an environment that fosters adherence to the ground rules · Manage and rectify ground rule violations Mentor relevant stakeholders Promote team performance through the application of emotional intelligence · Allocate the time to mentoring · Recognize and act on mentoring opportunities · Assess behavior through the use of personality indicators · Analyze personality indicators and adjust to the emotional needs of key project stakeholders 17

PMI Changes PMP Exam Process Domain Task Statement Enablers Execute project with the urgency required to · Assess opportunities to deliver value incrementally · Examine the business value throughout the project · Support the team to subdivide deliver business value project tasks as necessary to find the minimum viable product Manage communications Assess and manage risks Engage stakeholders Plan and manage budget and resources Plan and manage schedule · Analyze communication needs of all stakeholders · Determine communication methods, channels, frequency, and level of detail for all stakeholders · Communicate project information and updates effectively · Confirm communication is understood and feedback is received · Determine risk management options · Iteratively assess and prioritize risks · Analyze stakeholders (e. g. , power interest grid, influence, impact) · Categorize stakeholders · Engage stakeholders by category · Develop, execute, and validate a strategy for stakeholder engagement · Estimate budgetary needs based on the scope of the project and lessons learned from past projects · Anticipate future budget challenges · Monitor budget variations and work with governance process to adjust as necessary · Plan and manage resources · Estimate project tasks (milestones, dependencies, story points) · Utilize benchmarks and historical data · Prepare schedule based on methodology · Measure ongoing progress based on methodology · Modify schedule, as needed, based on methodology · Coordinate with other projects and other operations 18

PMI Changes PMP Exam Process Domain Task Statement Enablers Plan and manage quality of products/deliverables · Determine quality standard required for project deliverables · Recommend options for improvement based on quality gaps · Continually survey project deliverable quality Plan and manage scope · Determine and prioritize requirements · Break down scope (e. g. , WBS, backlog) · Monitor and validate scope · Consolidate the project/phase plans · Assess consolidated project plans for dependencies, gaps, and continued business value · Analyze the data collected · Collect and analyze data to make informed project decisions · Determine critical information requirements · Anticipate and embrace the need for change (e. g. , follow change management practices) · Determine strategy to handle change · Execute change management strategy according to the methodology · Determine a change response to move the project forward · Define resource requirements and needs · Communicate resource requirements · Manage suppliers/contracts · Plan and manage procurement strategy · Develop a delivery solution · Determine the requirements (what, when, where, who, etc. ) for managing the project artifacts · Validate that the project information is kept up to date (i. e. , version control) and accessible to all stakeholders · Continually assess the effectiveness of the management of the project artifacts Integrate project planning activities Manage project changes Plan and manage procurement Manage project artifacts 19

PMI Changes PMP Exam Process Domain Task Statement Determine appropriate project methodology/methods and practices Establish project governance structure Manage project issues Ensure knowledge transfer for project continuity Plan and manage project/phase closure or transitions Enablers · Assess project needs, complexity, and magnitude · Recommend project execution strategy (e. g. , contracting, finance) · Recommend a project methodology/approach (i. e. , predictive, agile, hybrid) · Use iterative, incremental practices throughout the project life cycle (e. g. , lessons learned, stakeholder engagement, risk) · Determine appropriate governance for a project (e. g. , replicate organizational governance) · Define escalation paths and thresholds · Recognize when a risk becomes an issue · Attack the issue with the optimal action to achieve project success · Collaborate with relevant stakeholders on the approach to resolve the issues · Discuss project responsibilities within team · Outline expectations for working environment · Confirm approach for knowledge transfers · Determine criteria to successfully close the project or phase · Validate readiness for transition (e. g. , to operations team or next phase) · Conclude activities to close out project or phase (e. g. , final lessons learned, retrospective, procurement, financials, resources) 20

PMI Changes PMP Exam Business Domain Task Statement Enablers · Confirm project compliance requirements (e. g. , security, health and safety, regulatory compliance) · Classify compliance categories · Determine potential threats to compliance · Use methods to support compliance · Plan and manage project compliance Analyze the consequences of noncompliance · Determine necessary approach and action to address compliance needs (e. g. , risk, legal) · Measure the extent to which the project is in compliance · Investigate that benefits are identified · Document agreement on ownership for ongoing benefit realization · Verify measurement system is Evaluate and deliver project benefits and value in place to track benefits · Evaluate delivery options to demonstrate value · Appraise stakeholders of value gain progress · Survey changes to external business environment (e. g. , regulations, technology, geopolitical, market) · Assess and prioritize impact on project Evaluate and address external business scope/backlog based on changes in external business environment · environment changes for impact on scope Recommend options for scope/backlog changes (e. g. , schedule, cost changes) · Continually review external business environment for impacts on project scope/backlog · Assess organizational culture · Evaluate impact of organizational change to project and determine required actions · Evaluate impact of the project Support organizational change to the organization and determine required actions 21

PMI Changes PMP Exam • Why should you care? ü The Delineation Study conducted throughout the world and multiple industries ü Findings represent the current trends in project management ü If you are a PMP, you are obligated under the ethics and professional conduct to maintain your certification through professional growth • Recommendations ü When the new exam comes out, get a copy of a study guide and go through the questions ü Even if you are a current PMP ü You owe it to yourself and the profession 22

PMI Changes PMBOK • Current PMBOK is based on Project Management Processes ü Initiating, Planning, Executing, Monitoring and Controlling and Closing • Mapped into Knowledge Areas ü Integration, Scope, Schedule, Cost, Quality, Resource, Communication, Risk, Procurement, and Stakeholder management 23

PMI Changes PMBOK Alignment? • PRINCE 2 methodology is based on ü Principles ü Themes ü Processes ü The Project Environment • You will see slight similarities between PMBOK and PRINCE 2 24

PMI Changes PMBOK Why is PMBOK changing? This is an email response from Cyndi Dionisio at PMI: • Thank you for attending the sessions in Philadelphia. We did not intentionally set out to align closer with PRINCE 2. We did use market research, as well as researching many other PM standards, frameworks and guidelines, including PRINCE 2. Many of the frameworks are about Project Managers. We are writing about Project Management. So there is a slight difference in talking about what the PM does vs what PM is. • That being said, we have a much greater emphasis on the people side of projects and that in and of itself brings us closer to PRINCE 2 and other models that are out there. 25

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PMI Changes - Follow-on’s What can you do? Keep up with the changes Projectmanagement. com blogs Sign up for updates Engage with the PMI Resources Embrace Changes 39