Antonio Nieto-Rodriguez (pictured right), head of transversal portfolio management at BNP Paribas Fortis, and Andrew Holmes, business implementation director with Silicon Valley Bank (SVB), will be taking to the speaker platform at the Art of the Possible themed conference at the new venue of 8 Northumberland Avenue in London.

Antonio deals with the prioritisation, the selection and the execution of all the large strategic projects at BNP Paribas Fortis amounting to 130 approximately. Before that he was head of post merger integration at Fortis Bank, where he was heavily involved in the merger with ABN AMBRO. Previously, he worked for PricewaterhouseCoopers for more than 10 years, were he became the global lead practitioner for the project and portfolio management practice.

With an MBA from London Business School and a university degree on Economics Antonio developed a passion some years ago for teaching and speaking about project and portfolio management and strategy execution. He was annoyed that MBAs didn’t offer project management as a course in their curriculum, so he started a crusade to change that. So far he has managed to convince a few deans and currently teaches in the MBAs of Solvay Business School in Belgium, Nyenrode Business School in the Netherlands and Boston University. He has just finalised writing a book – The Focus Organization, which explains why so many companies fail in executing their strategy and why only a few succeed, like Apple.

Joining Antonio in the speaker line-up is Andrew Holmes (pictured left) who is responsible for delivering major programmes of change across Silicon Valley Bank. He recently successfully delivered the UK branch of SVB, one of the most complex programmes in the company’s history. Andrew has spent his career in a project and programme environment and has delivered a wide range of projects spanning a range of business sectors and technical disciplines.

Prior to joining SVB, Andrew worked in a consulting capacity for over 15 years during which time he delivered complex and usually multi-territory, global programmes for a wide range of organisations including, BP, UBS, Rolls Royce, AOL, Bank of America, and Tomkins. He has held senior positions in Ernst & Young and PricewaterhouseCoopers. Andrew is also an active author having written and published 18 books across a breadth of business topics and is currently working on Blowback in Decision Making.

Antonio and Andrew will be joining an already impressive speaker line-up including Dr. Ed Hoffman, director of the NASA Academy; Lord Andrew Mawson OBE; Ailie MacAdam, project director for Crossrail; Simon Wright, director of venues & infrastructure at the Olympic Delivery Authority and Mark Butler, programme manager at Virgin Galactic plus many more. With more speakers still to be announced, the APM Conference is a day not to be missed. See full list of speakers.

The event is open to all with APM members receiving £105 off the full delegate rate. Ensure you don’t miss out and book your place today.

 Delegate rates:

If you would like to make a corporate or group booking, please contact Vicki Orbell on: 01908 398380. Alternatively please contact the APM membership development team on: 01844 271 682.

*All prices are exclusive of VAT.

The National Trust is a charitable organisation who relies on its supporters and the 4 million members to continue its work preserving historical landmarks and land of exceptional beauty throughout the UK.  It sustains museums that house over a million items of historical importance and special interest.

The Trust uses professional project management to effectively and efficiently maintain their restoration and other unique projects.  The organisation recently decided that it needed to expand their current internal project management framework to include external project management best-practises being used throughout the industry.  They wanted the training programme to be engaging and relevant for the associates who deliver the final projects, but they also needed it to be cost effective.

Parallel Project Training has developed a reputation for practical training methods concentrating on professional project management.  Their trainers have real-world experience in various project management roles, which allows for expert and knowledgeable answers to questions during the training process.  The trainers understand the unique challenges facing project managers and the constraints that can burden them during a project.  This has allowed Parallel to develop traditional classroom-type courses, workshops, master classes, podcasts and e-learning to assist world-wide organizations in developing their project management teams.

Parallel was chosen to work very closely with the Trust to develop a programme suited to their unique project management needs.  Parallel has worked closely with other charitable organisations to great success, which made it quite desirable to the Trust.  It was important for the Trust to include the project management design currently in place and supplement it with the best external project management practices in the industry.  Parallel’s organisational culture was a perfect fit with the Trust.

The existing framework of the Trust’s project management has a strong focus on providing support to accomplish the job professionally, instead of focusing on bureaucracy.  The Trust’s aim is not to cut costs but to develop solutions that contain more value for the money spent.  Conserving money by managing the projects more efficiently and effectively will allow the Trust to invest in more conservation projects and achieve their organisational goals.

First, don’t be overwhelmed by the choice. The tools that your colleagues and classmates are using may not be the right ones for you. How do you learn best? Choose study materials that will help you prepare for PMP certification in a way that best suits your learning style. You’ll also want to consider your budget. Don’t feel that you have to buy really expensive exam preparation tools. There are products on the market that are both efficient and cost effective. Reading what other students have to say about the study tools they use can also be helpful: check out independent review sites.

Still stuck for where to start? Here’s my guide to the top 12 most popular PMP exam preparation tools.

1. PMI’s Guide to the Project Management Body of Knowledge (PMBOK Guide)

The PMBOK Guide is the workbench of PMP exam preparation tools. It’s the foundation that everything else is built on. This is the most “popular” study material simply because everybody has to read it for the exam! Remember that PMI members get a PDF copy for free.

2. PMP Exam Study Guides

These are also known as PMP exam prep books. They cover the same materials as the PMBOK Guide but in more accessible language. They often explain the concepts in ways that are easier to understand and to learn.

3. PMP Exam Courses

Training courses come in many varieties. You could attend a course online or in a classroom. You could study at your own pace or with an instructor. You could choose a boot-camp or to study over many weeks. Look for a PMP exam course that will give you the required 35 contact hours.

4. Exam Simulators and Free Questions

These are the torch in your toolkit, helping you shine a light on your weaker areas. Taking sample exams via an exam simulator will help you assess your readiness for the real thing. You can find free questions online, but these only go so far, so be sure to sign up for a professionally created simulator from a PMI Registered Education Provider. Some PMP exam study guides also come with a CD or DVD which contain questions.

5. Podcasts

Podcasts can be in audio or video format. A PMP podcast is very easy to carry around with you and has the benefit that you can listen to or watch it wherever you are. Some of these are so elaborate that they actually fall into PMI’s Category F (“distance learning”) for PMP Exam preparation courses and even offer 35 contact hours.

6. Flash cards

Flash cards allow you to study and memorize the concepts that you need to know for the exam. You can make your own and carry them with you at all times, so you can test yourself in spare moments. Another alternative is electronic cards that you can use on your phone.

7. Apps

Apps are becoming more and more popular and there are lots to choose from. For example, there are games that teach you the ITTOs, there are apps that teach concepts with mnemonics and others that test you with questions. Check out the iTunes app store for additional ideas.

8. Formula study guides

Study guides for PMP formulas are a precision tool. They will help you review and learn the formulas required for the exam in a way that makes it easier to recall them under pressure.

9. Lessons Learned

Don’t underestimate what you can learn from others. Talking to colleagues who already have their PMP certification can be an invaluable resource. If you can’t talk to anyone, read what others have to say about how they studied, what they studied and what their experience was like. You could also get a mentor to help you prepare, and learn from his or her experiences too.

10. PMI Chapter

This is the spirit level of the toolkit, helping you stay centered and motivated. Tap into your colleagues at your local PMI Chapter. They may have a study group that you could join. At a minimum, you’ll be able to talk to PMPs about how they managed their journey to PMP certification.

11. Brain dump sheets

A brain dump sheet is a way to recall information under exam conditions. It’s a personal study tool that you can shape to fit the way you study best, and it’s becoming more popular. Create a sheet of paper with all the key information on and then practice writing it out until it’s second nature. Then you simply have to do that in the exam and all the key information will be at your fingertips!

12. Internet forums

There is lots of information on internet forums – and many of them are free. Chat to other students about how their exam preparation is going, or ask advice from seasoned PMPs.

Whatever tools you choose, it is important to study regularly. Try to spend some time on your PMP studies every day. The study materials you buy should reflect the fact that you’ll be using them on a daily basis, so that might influence what you invest in. Tools like electronic versions of flash cards, books and guides are very portable and can be used whenever you have a spare moment.

Finally, studying for your PMP is a difficult job, so choose PMP materials that you enjoy using and find fun! That will make your revision more enjoyable and the PMP credential an achievable target.

What is considered a Next-Gen PMO?  Based on responses from over 3,000 respondents in more than 17 industries on six continents, ESI’s global survey revealed that Next-Gen PMOs:
-       actively engage in helping employees apply what they’ve learned in training back on the job,
-       are more business-oriented,
-       are considered more developed (so-called “maturity”),
-       have a stronger customer focus, and
-       are more valued than those that don’t assist in applying training back on the job.

Indian and Chinese organisations, in particular, are well on their way to adopting characteristics of the Next-Gen PMO as reflected in the survey responses.

Even though more PMOs are exhibiting a higher level of maturity this year (18 percent) compared to last (15 percent), many are still struggling to find ways to prove their value.

ESI’s PMO survey points out the challenges that still face today’s PMOs:

• In general, PMOs still rely heavily on standard definitions of success such as on time, to-budget project delivery to measure their worth
• Unlike last year (30 percent), return on investment (ROI) is being used less this year to measure training impact (25 percent).
• Three out of five PMOs are actively engaged in selecting collaboration software.  Most regions have a high adoption rate, with the exception of parts of Asia.
• Around 55 percent claimed the value of their PMO was indeed called into question by key stakeholders, a move up from about 40 percent in 2011. Executive scrutiny plagues two out of every three PMOs that are called into question.
• This year even fewer PMOs (70 percent) are measuring the actual impact of their training compared to last year (76 percent).

“While many organisations may aspire to build the Next-Gen PMO, the majority of PMOs have a long way to go before reaching that status,” claims J. LeRoy Ward, PMP, PgMP, Executive Vice President, Product Strategy & Management, ESI International and lead researcher in the study. “The Next-Gen PMO is a business-minded one that utilises ROI for its training impact and effectiveness measurement along with active engagement in learning sustainment.”

To download the full report, please visit >www.esi-intl.co.uk/2012PMOsurvey.

Ailie (pictured right) joined Bechtel, who is overseeing construction of a 21 kilometre tunnel going through the heart of London that will be the centrepiece of Crossrail, as a graduate over 26 years ago and has worked on some of the world’s largest infrastructure projects. Her record of achievement includes managing the successful close-out of High Speed 1, also known as the Channel Tunnel Rail Link, which was delivered on time and within budget to wide acclaim. She managed the renovation and extension of St Pancras station in London and was presented to the Queen at its reopening in 2007. She has also worked on the Boston central artery project.

Ailie’s unrelenting passion for her job and excellent project management skills have been recognised by the Inspire 2008 award for Inspirational Leader in Engineering. Under her leadership St Pancras International station won the Major Project Award at the British Construction Industry Awards in 2007 and Ailie was part of the team which won the UK Excellence Award for Process Management from the prestigious British Quality Foundation. Her ongoing achievements and commitment has recently led to Ailie being made a senior vice president at Bechtel.

Joining Ailie at the Art of the Possible themed conference will be Sue Manley (pictured left). Sue is a founding director of Placemarque Ltd, an environmental design and communications company. She started her professional career as a traditional architect and now has graduated into wayfinding, which refers to the set of architectural and design elements that aid orientation within the built environment and assists navigation.

Sue’s particular expertise lies in formulating development strategies, visitor orientation techniques, wayfinding and information management, and project and design management. Sue has led the extensive new mapping and wayfinding design project for the City of London, and has developed the new wayfinding strategies for Durham and Southport. More recently Sue has been working on a new strategy for signage, public art and digital information in Derby, and is currently leading a new wayfinding project at Sheffield Hallam University.

Ailie and Sue will be joining an already impressive speaker line-up including Dr. Ed Hoffman, director of the NASA Academy; Lord Andrew Mawson OBE; Richard Noble OBE, project director of BLOODHOUND project; Simon Wright, director of venues & infrastructure at the Olympic Delivery Authority and Mark Butler, programme manager at Virgin Galactic plus many more. With more speakers still to be announced, the APM Conference is a day not to be missed.

The event is open to all with APM members receiving £105 off the full delegate rate. Ensure you don’t miss out and book your place today.

 Delegate rates:

 
 
 
If you would like to make a corporate or group booking, please contact Vicki Orbell on: 01908 398380. Alternatively please contact the APM membership development team on: 01844 271 682.

*All prices are exclusive of VAT.

We’ve noticed a significant shift in our training market since the original GFC.  Corporate training has slowed significantly and discretionary skills development courses have been largely deserted. However, these two downturns have been counterbalanced by a pick up in interest from self funded trainees focused on earning recognised credentials to boost their position in the job market.  Despite the tough times it seems Project Managers are prepared to spend their hard earned wages on training provided there is a recognised credential at the end.

So whilst the slowdown has changed the training business, it would appear the value attached by project managers to professional credentials such as PMP and PRINCE2 has not diminished with year-on-year increases in the number of candidates taking each of the credential examinations. This trend seems to be a positive step with more people being willing to accept greater responsibility for their own career path development, and being conscious of their job stability in a rapidly changing work environment, are seeking to bolster their curriculum vitae in the most effective manner.

The good news is there is a positive return on this investment. The latest series of Salary Surveys, show a steady increase in salaries for qualified project managers and in the USA, Australia and a number of other countries, a $10,000 gap between PMP credential holders and unqualified project managers. Combine this with the evidence from IPMA (International Project Management Association) surveys and the message is clear: if you are interested in a successful project management career, holding a recognised credential is becoming essential. Whether this is a good thing for our profession is a different question; over the years there has been a lot of discussion on the value of credentials such as PMP frequently triggered by the failure of a ‘qualified’ person to perform in the workplace.

From a credentialing view point there are essentially two ways to assess a person; testing what they know or assessing what they do. Competency based assessments (what they do) tend to assume knowledge based on performance. You cannot perform a complex task such as managing a project without knowledge; however, competency based assessments have two disadvantages:

• Competency is demonstrated in a specific a time and location. There is no guarantee the competent person will perform as well in a different setting with different people, cultures and relationships.
• The assessment of interpersonal competencies tends to be subjective and project management is very much focused on directing and leading people. Assessing behavioural competencies goes some way towards solving this dilemma but the assessment is still subjective.

Knowledge based assessments are empirical. The person had sufficient knowledge to pass a defined test at a defined point in time. However, the passing of a knowledge based assessment such as PMP or for that matter an MBA only shows the person has a predefined level of knowledge. The disadvantages of knowledge based assessments are:

• There is no indication the person can apply the knowledge effectively in the workplace.
• The knowledge tested in any exam is only a portion of the overall domain knowledge.

Given the problems with either assessment process, assessing the relative value of a qualification is complex and differs depending on who is making the value judgment, an employer or an individual. The value of a qualification to an individual can be measured in at least three areas:

• The advantage it offers in the job market;
• The recognition governments and other licensing authorities give to credential holders and
• Its recognition by other entities offering higher qualifications through credits or advanced standing.

The value of a qualification to an employer is in part a function of the credentials reputation, and in part what this tells the employer about the credential holder. However the current state of development leaves some gaps:

• Both PRINCE2 and PMP are uniquely valuable industry based credentials; but no single assessment is ever going to provide a guarantee of a person’s suitability for employment in a particular organisation. Being a credential holder provides one point of assessment; the person had the knowledge needed to pass a difficult, quality controlled exam.
• Whereas the relative subjectivity of competence assessments lacks the clarity of pass/fail and is situational. Many of the current competency based certifications lack a rigorous testing of underpinning knowledge and there is no way of knowing if the demonstrated competence is transferrable.

To select the best candidate, employers needs to look to other aspects of a person’s overall capabilities as well as the credential they hold. But employing qualified staff helps lift the credibility of the employer in the market.

Looking 5 to 10 years into the future I expect the PM credentialing process will have change substantially to blend aspects of workplace assessment (competency) with the formal testing of knowledge. The PMI Program Management Professional (PgMP) credential is a start along this route; my prediction is most other credentials will follow.

However, don’t wait for the future! If you are in the job market today, or want to improve your prospects with your current employer holding a recognised industry credential is becoming essential. The biggest change we’ve noticed in the last decade is the general shift from the view that having a credential was a major advantage in the job market to the current situation where not having a credential has become a significant disadvantage. I’m not sure this is a good thing but it is the reality we all have to live with.

The choice in the UK is between PMP, PRINCE2 Practitioner, the new APM Registered Project Professional (RPP) and possibly the IPMA Levels C or B. A few organisations have a preference for one of these, most seem to be unaware of the differences. So, if you want to advance your career in project management and increase your income the market has spoken – get credentialed… you really do need to be certified if you want to be a project manager

Andrew (pictured right) is a serial social entrepreneur and is best known for his pioneering work at the Bromley-by-Bow Centre in East London where he transformed a dilapidated church building into what today has become a beautiful three acre site. The Bromley-by-Bow Centre has become one of the most innovative integrated regeneration programmes in Britain supporting families, young people and adults of all ages to learn new skills, improve their health and wellbeing, and find employment.

Andrew went on to help found Poplar Harca, one of the first housing companies, and Leaside Regeneration Ltd. Both these organisations work in close partnership with the Bromley-by-Bow Centre to help build strong communities. Andrew, who was made a life Peer in 2007 in recognition for the social impact of his work, has a unique ability to inspire individuals from different professional backgrounds and to encourage them to work with him. He sits as an independent crossbench Peer in the House of Lords and is bestselling author of the book, “The Social Entrepreneur: Making Communities Work”.

Over a decade ago Andrew and his partners wrote one of the earliest papers proposing that the Olympics Games were brought to East London. He is today a non-executive director of the Olympic Park Legacy Company. Over the next 25 years this company will plan, develop, and manage the Olympic Park in East London, creating a lasting legacy from the 2012 Games.

Joining Lord Mawson in the speaker line-up at the new conference venue of 8 Northumberland Avenue in London will be David Boyle (pictured left), who is a fellow at the New Economics Foundation, the pioneering think-tank in London. He has been at the heart of the effort to develop co-production and introduce time banks to Britain as a critical element of public service reform while founding the London Time Bank network and co-founding Time Banking UK. Timebanking is the exchange of services amongst people and organisations were time is the principal currency.

David is the author of a number of books about history, social change and the future as well as co-authoring three key reports for NESTA in 2009/10, which set out co-production as a practical way forward for UK services. Being an authority on numerous social issues David advises politicians on a range of issues including localism and the future of volunteering.

Andrew and David will be joining an impressive speaker line-up including Dr. Ed Hoffman, director of the NASA Academy; Richard Noble OBE, project director of BLOODHOUND project; Simon Wright, director of venues & infrastructure at the Olympic Delivery Authority and Mark Butler, programme manager at Virgin Galactic. With more speakers still to be announced, the APM Conference is a day not to be missed.

The event is open to all with APM members receiving £105 off the full delegate rate. Ensure you don’t miss out and book your place at the Art of the Possible themed conference today. 

Delegate rates:

If you would like to make a corporate or group booking, please contact Vicki Orbell on: 01908 398380. Alternatively please contact the APM membership development team on: 01844 271 682.

*All prices are exclusive of VAT.

GreenProjectManagement.org

GPM Ltd. announced today a partnership with The Aliance Middle East, a Diamond member of the UAE Business Council for Sustainable Development to promote PRiSM (Projects integrating Sustainable Methods), a project management delivery method that unifies widely adopted project management practices with a sustainability framework derived from the ISO 14000 standard.

PRiSM directly impacts an organization’s ability to reduce waste output, resource consumption, and improve energy efficiency without sacrificing business objectives by delivering to five (5) measurable bottom lines.

GPM President Joel Carboni stated: “Partnering with the Aliance Middle East not only provides us the opportunity to work with an organization that has a stellar reputation in building promoting sustainable development throughout Asia, Eastern Europe and the Middle East, but awards us the privilege to model global citizenship as we work together to advance sustainability in a time that so desperately calls for it. We couldn’t be more excited and eager to get started.”

Formed in 2009, GPM is a global organization dedicated to the advancement of the practical application of sustainable project management practices to decouple environmental degradation and economic growth. GPM accredits professional training organizations and project management practitioners. Their project delivery method PRiSM, is currently being offered in North America, Central America, Europe, and Oceania through accredited training organizations.

Aliance Middle East strongly believes that the key to success is sustainability; and sustainability comes with a well-balanced sharing of, Integrity, Ethics, Fairness, Transparency, Teamwork, Leadership, and Customer Satisfaction and Employee Satisfaction.

“We are dedicated to drive and promote sustainability in the business community and in the way of running the business. In this regard our partnership with GPM will facilitate in bringing the required knowledge and education platform to the region and assist in the advancements of the necessary sustainable practices” says Bakhit al Suwaidi, Associate Partner at Aliance Middle East.

Aliance’s ethos is committed to sustainable practices, within their solutions and in so doing, encompassing all parties within the Client’s Team of employees, suppliers and partners. The three big pillars of guidance envelop ECONOMY with energy, efficiency and savings; SOCIAL with fair trade and corporate social responsibility and ENVIRONMENTAL with considerations for carbon footprints and waste management.

Formed in 2009, GPM ltd. is a global organization dedicated to the advancement of the practical application of sustainable project management practices to decouple environmental degradation and economic growth. GPM accredits professional training organizations and project management practitioners. Their project delivery method PRiSM, is currently being offered in North America, Central America, Europe, and Oceania and the Middle East through accredited training organizations.

For more, visit www.greenprojectmanagement.org

Danny Trup is client representative on the Crossrail project, the largest rail infrastructure project in Europe.  He believes that those with the APMP qualification hold the key ingredients required to be a successful project manager.

“For me, the APMP qualification demonstrates that you have the key ingredients of a project professional who is able to deliver the skills and knowledge at the right time. It is also a great step in your career development”, said Danny.

This endorsement follows similar statements from BAA Heathrow, who want ‘100%’ of their workforce to hold APMP, and CH2MHILL, who feel the internationally recognised qualification is the ‘bedrock of the profession’. This advocacy is bolstering APMP’s already sterling credibility across the profession.

Liz Wilson, Head of Professional Standards and Knowledge at APM said: “APM’s flagship qualification is a fantastic benchmark; both for employers looking for that breadth of knowledge from their project professionals and for individuals wishing to demonstrate their capabilities.”

The Crossrail project is bringing better transport to and across London, encouraging regeneration and creating thousands of job opportunities. Part of the project involves the construction of a new 21km tunnelled route across London. In delivering considerable benefits to London and the southeast, a project of this scale requires the right level of professional knowledge and experience to keep it on track and on schedule.

APMP is recognised at IPMA Level D and SCQF Level 7 and is part of a suite of qualifications provided by APM in their commitment to supporting professionals throughout their career.  APMP allows candidates to demonstrate an understanding of how all elements of project management interact and how their project fits into their strategic and commercial environment.

For current PRINCE2 Practitioners, there is a route which recognises your prior learning, with a shorter training course and exam. APM has developed a route to APMP which saves you time and money. You can enhance your professional status through a shorter training course and exam and independent research shows that those who hold APMP can earn up to £10,000 more per year*.  Help develop your career as a project professional through this route to an internationally-recognised qualification.

Watch the full version of APMP – The Professionals’ Perspective

* Source: Arras People Salaries and Day Rates Review for PPM Practitioners 2011

PRINCE2 is a registered trade mark of the Cabinet Office