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PMP holders earn 20% more

According to a survey of almost 25000 project managers all over the world the average annual income of non-certified managers is $91000, while the PMP holders earn about $111000.

The research is available at: http://www.pmi.org/-/media/pmi/documents/public/pdf/learning/project-management-salary-survey.pdf?la=en

Five steps to improve partner profitability

1. Look at your practice areas. 

2. Focus on growth with low marginal costs. 

3. Concentrate on the cost of customer acquisition. 

4. Build recurring revenue. 

5. Raise your prices.

Read the full article by Per Werngren in the Redmond Channel Partner Magazine and gain success by following this simple and important five step strategy.

Microsoft partners (IAMCP) mentorship framework

A detailed roadmap in collaboration with Microsoft and its local subsidiaries with direct links to webpages.

Mentorship project pilot successfully finished

Thanks to our pilot participants, and join us as a mentor company for IT start-ups!

Mr. Per Werngren, the Mentorship program lead, and former IAMCP Worldwide and EMEA President:

“Dear Mentors & Mentees,

It has been a true pleasure working with you all and to oversee the birth of the IAMCP Mentorship Program. We started in October last year and the intention was to run until end of March but we extended one more month because of strong interest. But now it’s time to officially close the pilot phase.

I know that most of you have had very successful and fruitful mentorship relations which have resulted in successful outcomes. I fully recognize that some Mentors/Mentees have had less time and commitment but most of you have had great journeys.

I am empowered about the very positive feedback that you have given us. Microsoft are also very pleased that we started the program and that we had so many people participating. It’s been overwhelming to see how strong the interest has been to join and how strong the commitment has been throughout the journey.

The official goal was to help Mentees to develop increased success with cloud based business – but an unofficial goal was also to build relationships that lasts and that hopefully will result in P2P business relations. When people interact with each other business happens! J

Opportunities:

  1. We all love great PR and an opportunity for you is to present in the Community Hub at Microsoft Inspire in Washington D.C. this summer. In case you are interested, please fill out the attached form and send it to me.
  2. The other opportunity is that please tell me about the success that you have achieved as a Mentee thanks to the work with your Mentor. Please send me a few lines about your success and this might result, with your permission, that Microsoft’s PR agency will reach out to you in order to capture your story in a case study to be released at Inspire.

I want to thank you all for being part of this historic IAMCP Mentorship Program where partners help each other. I also want to say a big thank you to Lucy Sutton that has been helping me to run this program – she has been just amazing!

Warm regards, Per”

 

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Fall in the right way

A bit fun but in fact serious “F.ckup Book of Knowledge” – we grow by falls, we learn by falls, and we shouldn’t be afraid falls.

Read this book written by TED speakers and many others.

 

PM2 – overview of a EC Council project management methodology.

About a month ago the PM2 (Project Management Methodology) was approved by EC. The new standard actively implements both waterfall and adaptive project management models.

I consider the following as the main advantages of this new standard:

  • It is short and simple;
  • Standard is separated from tools and techniques; and from Portfolio management as well;
  • Clearly described roles;
  • Impressing clear for understanding illustrations;
  • It’s free!

After the short introduction and basic description in Chapter I, basic definitions and standard area are defined in Chapter II:

  • Project and project management definitions
  • Project Support Office
  • Project, programme, and portfolio management areas;
  • Project environment
  • Project manager competencies.

The third chapter contains general overview of project management methodology based on five-phase model:

initiating – planning – executing  – closing – monitoring 7 control.

Each phase is described in a classical way: inputs – tasks – outputs.

Adaptive (Agile) approach is described in a special Appendix E. PM2 and Agile, while interaction between project and portfolio management is in the Appendix D. PM2 and Portfolio Management. I consider this kind of description very precise and clear for understanding and implementation.

The fourth chapter describes typical project roles:

    • Project Stakeholders
    • Project Organisation and Roles
    • Appropriate Governance Body (AGB)
    • Project Steering Committee (PSC)
    • Project Owner (PO)
    • Solution Provider (SP)
    • Business Manager (BM)
    • Project Manager (PM)
    • Business Implementation Group (BIG)
    • Project Core Team (PCT)
    • Project Support Team (PST)
    • RAM (RASCI) — Documenting Responsibility Assignments

I am very impressed with clearness of roles description.

Chapters from 5th to 8th describes the consequent project management phases: initiating, planning, executing, closing, and monitoring and control.  The management phase descriptions are separated from tools and techniques, which are described in details in Appendix C  Project Management Tools & Techniques.

Appendix B contains structure for the main project documents:

  • Requirements Management Plan
  • Project Change Management Plan
  • Risk Management Plan
  • Issue Management Plan
  • Quality Management Plan
  • Communications Management Plan
  • Change Log
  • Risk Log
  • Issue Log
  • Decision Log