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Tag Archives: Project Management Training

Australian Diploma in Project Controls

Posted on March 3, 2023 by | 2 comments

The new ASQA approved Diploma of Project Controls is now live!

The Project Controls Institute Australia Team received  ASQA accreditation for the Diploma of Project Controls as of 20th January and expect to commence delivery of training in the first half of 2023. Prospective candidates, trainer and interested organizations are encouraged to contact the team at aus@projectcontrolsinstitute.com  

For more on project controls certification and training options see: https://mosaicprojects.com.au/PMKI-SCH-007.php#Process3

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Posted in General Project Management, Project Controls

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PMP Exam Changes – 30 June 2020

Posted on July 1, 2019 by | 2 comments

Note:  In June 2019, PMI announced the exam change would occur on the 15th December 2019 – this date has now been deferred by PMI to 30th June 2020.

PMI have announced the biggest change in the PMP exam since the change to a 200 question format last century! 

The just released PMP® Exam Content Outline has radically reformed the examination to reflect the diverse skills and approaches needed by project managers to deliver outcomes and value to their organizations.  The new exam will cover both predictive (~50%) and agile/hybrid (~50%) approaches to project management (the current exam is 90%+ predictive); this change will bring the Agile Practice Guide, bundled with the PMBOK® Guide 6th Edition into the exam.

Of equal significance, the domains and tasks that frame the examination have been completely reorganized to align with real-life practices. The number of domains will be reduced from five to three. Specific project management approaches will not be aligned to individual domains, but will be incorporated throughout the exam.  The new domains are:

People (42%): emphasizing the skills and activities associated with effectively leading a project team.

Process (50%): reinforcing the technical aspects of managing a project.

Business Environment (8%): highlighting the connection between projects and organization strategy.

Predictive, agile and hybrid approaches, will be included across the three exam domains. The best way to understand what is included in the exam is to review the updated Exam Content Outline, download from: https://www.pmi.org/certifications/types/project-management-pmp/exam-prep/changes

Given the extent of these changes, anyone studying current course material will need to have passed their PMP exam by December, or face a completely new course of study.  Based on previous changes to the PMP exam there is no leeway, exams taken on or before the 15 December will be the current exam, those taken on or after the 16 December will be the new exam (including any deferrals and re-sits).

This shift in the PMP exam is focused on supporting information technology and business organizations, reflects the needs of most current PMI members, and should be applauded. However, from our perspective, the shift is moving the core of the exam into areas we have no specific skills in.

My career has focused on supporting major engineering, construction and defense projects which require disciplined project controls. And while we can rewrite our materials, our core differentiation has always been the fact we are not just a training organization, rather we have real-world experience that we can bring into our courses.

Consequently, we have decided to pull out of the PMP training market at the end of this year to focus on courses where we still have core real-world knowledge and experience including:

  • PMI-SP: we are one of the few organizations world-wide teaching this course and the only one with an international reputation in project controls and scheduling – see more.
  • EVM: our new EVM short course is designed for people who need to understand the concepts of Earned Value based n the ISO 21508 standard – see more.

In the meantime – if you are interested in obtaining the PMP credential you have a 5-month window to sit the current exam we all know and understand – see more.

Leading up to the exam we are in ‘known territory’ – PMI use a normal distribution to determine the cut off for pass-fail. The number of candidates does not change the score, it is the ‘average’ score and the distribution of scores in any given period that sets the cut off. This adjustment is necessary because the questions in the exam change regularly and PMI are seeking to balance the degree of difficulty over time. We know how this works and what a ‘pass’ looks like in our training course. The last part of 2019 will be busy given the scope of the change in the PMP exam but that’s all.  Come December the 15th no one will really know what the requirements are for several months……

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USA moving to formalise project and program management capabilities

Posted on December 3, 2016 by | 1 comment

The concept of professional project management is gathering pace. The USA Government’s Program Management Improvement and Accountability Act of 2015 (PMIAA) was unanimously passed by the US Senate by in November 2015, and was passed by Congress in September 2016 on a 404-11 vote.  Because Congress made some minor changes, it now has to was returned to the Senate before it can be and signed into law by the President on the 14th December 2016 (see comment below).

The Act requires the Deputy Director for Management of the Office of Management and Budget (OMB) to:

  • adopt and oversee implementation of government-wide standards, policies, and guidelines for program and project management for executive agencies;
  • chair the Program Management Policy Council (established by this Act);
  • establish standards and policies for executive agencies consistent with widely accepted standards for program and project management planning and delivery;
  • engage with the private sector to identify best practices in program and project management that would improve Federal program and project management;
  • conduct portfolio reviews to address programs identified as high risk by the Government Accountability Office (GAO);
  • conduct portfolio reviews of agency programs at least annually to assess the quality and effectiveness of program management; and
  • establish a five-year strategic plan for program and project management.

The Act also requires the head of each federal agency that is required to have a Chief Financial Officer (other than Defence which has its own rules) to designate a Program Management Improvement Officer to implement agency program management policies and develop a strategy for enhancing the role of program managers within the agency.

The Office of Personnel Management must issue regulations that:

  1. identify key skills and competencies needed for an agency program and project manager,
  2. establish a new job series or update and improve an existing job series for program and project management within an agency, and
  3. establish a new career path for program and project managers.

And finally, the GAO must issue a report within three years of enactment, in conjunction with its high-risk list, examining the effectiveness of the following (as required or established under this Act) on improving Federal program and project management:

  • the standards, policies, and guidelines for program and project management;
  • the strategic plan;
  • Program Management Improvement Officers; and
  • the Program Management Policy Council.

When enacted the Act will enhance accountability and best practices in project and program management throughout the federal government by:

  1. Creating a formal job series and career path for program/project managers in the federal government, to include training and mentoring – PMP, PMI-SP and similar certifications will become increasingly important!
  2. Developing and implementing, with input from private industry, a standards-based program/project management policy across the federal government.
  3. Recognizing the essential role of executive sponsorship and engagement by designating a senior executive in federal agencies to be responsible for program/project management policy and strategy.
  4. Sharing knowledge of successful approaches to program/project management through an inter-agency council on program and project management.
  5. Implementing program/project portfolio reviews.
  6. Establishing a 5-year strategic plan for program/project management.

You can read the text of the Act here, and stay up-to-date on the Act’s progress here.  The approach USA is aligned with regulatory actions in both the UK and the EU to require government agencies to improve project and program delivery. If this trend continues hopefully the ‘accidental’ project manager / sponsor will be consigned to history and the use of qualified professionals will become the norm.

Follow these links for more on achieving your PMP credential of PMI-SP credential.

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Posted in General Project Management, Training

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PMP & CAPM Exam Site Upgrade

Posted on July 12, 2016 by | Leave a comment

Our PMP and CAPM examination training and information website has undergone a major upgrade. All of the information you need to understand the PMI requirements, apply for the examination and access to our world-class courses is now in the one easy-to-use website.

In addition to our course information there are pages to help you:

All of the information on the site is freely available to anyone interested in either the PMP or CAPM examination – feel free to browse at any time: http://www.mosaicproject.com.au/

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PMP® exam is changing on 11th Jan. 2016

Posted on August 1, 2015 by | 7 comments

This post offers a detailed look at the new PMP examination content and what you can expect to see different in a exam taken after the 2nd November 2015.

Notes:

  1. PMI have moved the start date back from the originally publicised date in November to January 2016.
  2. There will be no changes to the CAPM exam or any other PMI credential other than the PMI-ACP.
  3. Our free daily PMP questions are now aligned to the new exam see: http://www.mosaicprojects.com.au/Training-PMP-Q-Today.html
  4. All PMP of our courses starting from September 1st will be aligned to the new PMP examination, see:  http://www.mosaicproject.com.au/

The starting point for this update is the PMP Role Delineation Study (RDS) completed in April 2015, which has provided an updated description of the role of a project management professional and will serve as the foundation for the updated PMP exam. To ensure its validity and relevance, the RDS update has captured input from project management practitioners from all industries work settings, and regions. The research undertaken to update the RDS included focus groups, expert input and a large-scale, global, survey of Project Management Professional (PMP)® certification holders.

Overview of Changes

The RDS defines the domains and tasks a project manager will perform plus the skills and knowledge that a competent project manager will have. The five ‘domains’ of  Initiating, Planning Executing, Mentoring & Controlling and Closing remain unchanged, although there has been a slight reduction in the importance of ‘closing’ and an increased emphasis on executing (reflected in the allocation of questions). The other major changes are:

  • An emphasis on business strategy and benefits realisation: this new, included because many PMs are being pulled into a project much earlier in its life when business benefits are identified. There is also an increased focus across all of the other domains on delivering benefits (not just creating deliverables).
    See more on benefits management.
  • The value of lessons learned now has added emphasis: lessons should be documents across the whole project lifecycle and the knowledge gained transferred to the ‘organisation’ and the project team. See more on Lessons Learned.
  • Responsibility for the project charter shifted to the Sponsor: Most project managers are not responsible for creating the charter; the Sponsor or project owner is primarily responsible.  The PM is a contributor to the development and is responsible for communicating information about the project charter to the team and other stakeholders once the project starts.
    See more on the Project Charter.
  • Added emphasis on enhancing project stakeholder relationships and engagement: The RDS sees stakeholder engagement as a two way relationship rather than a one-way reporting function. Communication is expanded include an emphasis on relating and engaging with stakeholders. This is the theme of our last post, see: The Elements of Stakeholder Engagement.

Major Content Changes

A summary of the major content changes is:

Domain 1 Initiating the Project

Percentage of questions unchanged 13% =  26 questions.

Three tasks added:
–  Task 2: Identify key deliverables based on business requirements.
–  Task 7: Conduct benefits analysis.
–  Task 8: Inform stakeholders of approved project charter.

One task deleted:
–  Old Task 2: Define high level scope of the project.

One task significantly changed:
– Task 5: changed from ‘develop project charter’ to ‘participate in the development of the project charter’.

Major changes in the knowledge and skills required for this domain.

Domain 2 Planning the Project

Percentage of questions unchanged 24% =  48 questions.

One task added:
–  Task 13: Develop the stakeholder management plan.

One task significantly changed:
–  Task 2: expanded from ‘create WBS’ to ‘develop a scope management plan (including a WBS if needed)’.

The knowledge and skills required for this domain have been revised but basically cover the same capabilities.

Domain 3 Executing the Project

Percentage of questions increased from 30% to 31% =  62 questions.

Two tasks added:
–  Task 6: Manage the flow of information to stakeholders.
–  Task 7: Maintain stakeholder relationships.

One task deleted:
–  Old Task 6: Maximise team performance.

The knowledge and skills required for this domain have been revised but basically cover the same capabilities with the exception of the addition of ‘Vendor management techniques’.

Domain 4 Monitoring and controlling the project

Percentage of questions unchanged 25% =  50 questions.

Two tasks added:
–  Task 6: Capture, analyse and manage lessons learned.
–  Task 7: Monitor procurement activities.

One task deleted:
–  Old Task 6: Communicate project status to stakeholders.

The knowledge and skills required for this domain have been revised and expanded.

Domain 5 Closing the project

Percentage of questions reduced from 8% to 7% =  14 questions

No new tasks added or significantly changed.

The knowledge and skills required for this domain have been revised but basically cover the same capabilities.

Cross Cutting Knowledge and Skills

Cross cutting knowledge and skills are capabilities required by a project manager in all of the domains.  This areas of the RDS has been increased significantly.  The full list of knowledge and skills is
(* = included in previous RDS):
1.   Active Listening*
2.   Applicable laws and regulations
3.   Benefits realization
4.   Brainstorming techniques*
5.   Business acumen
6.   Change management techniques
7.   Coaching, mentoring, training, and motivational techniques
8.   Communication channels, tools, techniques, and methods*
9.   Configuration management
10. Conflict resolution*
11. Customer satisfaction metrics
12. Data gathering techniques*
13. Decision making*
14. Delegation techniques
15. Diversity and cultural sensitivity*
16. Emotional intelligence
17. Expert judgment technique
18. Facilitation*
19. Generational sensitivity and diversity
20. Information management tools, techniques, and methods*
21. Interpersonal skills
22. Knowledge management
23. Leadership tools, techniques, and skills*
24. Lessons learned management techniques
25. Meeting management techniques
26. Negotiating and influencing techniques and skills*
27. Organizational and operational awareness
28. Peer-review processes
29. Presentation tools and techniques*
30. Prioritization/time management*
31. Problem-solving tools and techniques*
32. Project finance principles
33. Quality assurance and control techniques
34. Relationship management*
35. Risk assessment techniques
36. Situational awareness
37. Stakeholder management techniques*
38. Team-building techniques*
39. Virtual/remote team management

Two skills that have been dropped are knowledge of:
–  PMI’s Code of Ethics and Professional Conduct
(although this continues to have a major influence on the approach PMI
     expects project managers to adopt in the exam and the ‘real world’).
–  Project Management Software

The effect on the exam

PMI have advised that 25% of exam content will be new, focused on new topic areas (ie, the eight new tasks) added to examination, in addition, many other questions will be updated to reflect changes in the descriptions of tasks and changes in the underpinning skills and knowledge requirements.  We will be updating our materials from September 2015 to take these changes into account. Fortunately a large percentage of the ‘new’ materials from the RDS are already part of our PMP course (because we felt they were essentially good practice) or in other training courses we offer – overall this update makes very good sense.

Many aspects of the PMP exam are not changing including the eligibility requirements, formal training requirements, the passing score (which remains secret) and the design of the questions, many of which are scenario based seeking information on what should you do.

There is no change to other PMI exams, the CAPM, PMI-SP and other credentials remain unaltered.

Will there be more changes?

The sort answer if ‘yes’! Changes in the RDS occur every 3 to 5 years and as a consequence, the exam content outline changes, new topics are added, and shift in weighting occur.

In addition, the PMP exam also changes when the PMBOK® Guide is update (this is due in 2017). Changes in the PMBOK® Guide cause changes in terminology, changes to elements of process groups and exam questions are changed to reflect these alterations. However, many other references are used to create PMP content in addition to the PMBOK,  and if the PMBOK has contents not reflected in the RDS this section not examined.

So moving forward, the current version of the exam is active until 1st Nov. 2015; the new version of the exam is available from 2nd Nov. 2015, and the next change will be in mid-to-late 2017.

For this change, there is no change over period (including for re-sits) – the ‘old’ exam applies up until the 1st, the new exam from the 2nd November.  Both before and after the change, your exam results available immediately if you take a computer based test.  For more on the current examination, fees, eligibility requirement, etc, see: http://www.mosaicproject.com.au/pmp-training-melbourne/.

A different set of changes has been announced for the PMI-ACP (Agile) credential (visit the PMI website for more details).

PMI have also announced changes to the way PDUs are earned as part of their Continuing Certification Requirement (CCR) program, effective from the 1st December 2015.  For more on this change see: /2015/06/06/pmi-pdu-update/

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The Guild of Project Controls – free Beta Test Examination

Posted on July 11, 2015 by | Leave a comment

The Guild is calling for employers / companies to open up their office or conference room on Wednesday the 5th August 2015 and to supply a minimum of 10 junior level planning & scheduling candidates who have approximately 1 to 3 year’s planning / scheduling experience to sit the beta version of the Foundation Level Certification in Planning & Scheduling examination and set a world-wide benchmark.

If you are interested, read more at: http://www.pgcs.org.au/about/news/

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CIO magazine lists the top 10 project management certifications

Posted on July 10, 2015 by | Leave a comment

No matter what your IT role is, a project management certification can add depth, breadth and value to your skills. In its latest edition, CIO magazine lists the top 10 project management certifications, their requirements and their cost.

We are pleased to note, the PMP® and CAPM® are listed as the #1 and #2 project management certifications in CIO report at: http://www.cio.com/article/2945413/certifications/top-10-project-management-certifications.html

For more on our PMP and CAPM courses see:  http://www.mosaicproject.com.au/

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PMI PDU Update

Posted on June 6, 2015 by | 1 comment

PMI is updating is Continuing Certification Requirements (CCR) to reflect the needs of employers, which will result in a revision to the way Professional Development Units (PDUs) can be earned and accumulated.

This change is independent of and separate from the changes to the PMP examination structure and content scheduled for the 1st November 2015. For more on the changes to the PMP examination see: /2015/08/01/pmp-exam-is-changing-on-1st-nov-2015/

The total number of PDUs required to retain your PMI credential are not changing but the proportion of PDUs required from different categories will change on the 1 December 2015.  PDUs earned before this date accrue on the current basis, after the 1st December the new requirements based on the ‘PMI Talent Triangle’ will apply.

The ‘PMI Talent Triangle’

The ‘PMI Talent Triangle’ is an employer-identified combination of technical, leadership, and strategic and business management expertise, and outlines the three skill areas employers need. They are as follows:

Technical Project Management: Knowledge, skills and behaviours related to specific domains of Project, Program and Portfolio Management. Education options in this skills domain include courses on: Advanced project management, Techniques to improve your WBS, How to gather and document requirements, Risk management for your portfolio, etc.

Leadership: Knowledge, skills and behaviours specific to leadership-oriented skills that help an organization achieve its business goals. Education options in this skills domain include courses on: Negotiation, Communication, Motivation, Problem solving, Conflict resolution, etc.

Strategic and Business Management: Knowledge of and expertise in the industry or organisation that you work in, that enhances performance and better delivers business outcomes. Education options in this skills domain include courses on: Product knowledge, Industry knowledge, Business acumen, Innovation strategy alignment, Market strategy alignment, Finance, Marketing, etc.

CCR Updates

The overall framework of the CCR program remains the same. You will continue to earn PDUs in the categories of Education and Giving Back and the total number of PDUs required in any three year cycle remains unchanged. PMP and other ‘professional’ credential holders (PgMP, PfMP and PMI–PBA) still require 60 PDUs; other credential holders PMI-SP PMI–ACP and PMI–RMP still require 30 PDUs. And the activities that can earn PDUs remain the same.

However, from the 1st December 2015 the following minimum and maximum requirements will apply for the PMP credential and other credentials requiring 60 PDUs in a 3 year cycle (and in brackets the PMI-SP and other credentials requiring 30 PDUs in a 3 year cycle).

Education:

The minimum number of PDUs required to be earned by participating in educational activities is increased to 35 (18), and there are now also minimum requirements in each of the three talent triangle skill sets:

  • Technical Project Management: a minimum of 8 (4) PDUs are required to be earned participating in education focused on acquiring knowledge, skills and behaviours related to specific domains of Project, Program and Portfolio Management. (eg, earned value training, scheduling training).
  • Leadership, a minimum of 8 (4) PDUs are required to be earned participating in education focused on acquiring knowledge, skills and behaviours specific to leadership-oriented, cross-cutting skills that help an organization achieve its business goals. (eg, team leadership training, stakeholder communication training).
  • Strategic and Business Management, a minimum of 8 PDUs (4) are required to be earned participating in education focused on acquiring knowledge of and expertise in the industry or organisation that you work in, that enhances performance and better delivers business outcomes. (eg, corporate stakeholder engagement training, safety training).

Provided you earn a minimum of 8 PDUs in each of the three categories, there is no maximum in this category, all 60 (30) PDUs can be earned through education activities including up to 44 (22) PDUs in just one of the three skill sets.

The education category includes ‘self directed learning’ these are activities which are individualised learning events involving personally conducted research or study such as:

  • reading articles, books, or instructional manuals;
  • watching videos, using interactive CD-ROMs, podcasts, or other source material;
  • having formal discussions with colleagues, coworkers, clients, or consultants;
  • being coached or mentored by a colleague, coworker or consultant.

The maximum number of PDUs that can be earned by self directed learning are defined in the relevant credential handbook (PMP = 30, PMI-SP = 15).

Giving back:

The maximum number of PDUs you can earn in this category has been reduced to 25 (12) PDUs. The three elements of ‘giving back’ are Volunteering, Creating Knowledge and Working as a Professional. The maximum number of PDUs allowed against each of these categories are:

  • Volunteering: all 25 (12) PDUs can be earned by volunteering.
  • Creating Knowledge: all 25 (12) PDUs can be earned by ‘creating knowledge’.
  • Working as a Professional: a maximum of 8 (4) PDUs can be earned by ‘working as a professional.

Note: PDUs earned in excess of the maximum 25 (12) in this category are simply not counted.

Summary

From the 1st December 2015, your plan to accrue sufficient PDUs to retain your credential has to take into account the need to earn a minimum of 8 (4) PDUs in each of the three skill sets defined in the PMI Talent Triangle. You also need to remember that the maximum number of PDUs available for ‘working as a professional’ is reduced to 8 (4) and these form part of the overall maximum of 25 (12) PDUs that are available under the ‘giving back’ category.

Training providers (particularly PMI R.E.P.s) will progressively update their course information to allocate PDUs against the three elements of the PMI Talent Triangle.

These changes only apply to credential holders wanting to use the PMI CCR system to maintain their credential (and therefore stay on the PMI list of current credential holders) by accruing PDUs.  The training requirements to be eligible to apply to sit a PMI examination are not affected.

For more on the updated CCR processes and FAQs see: http://www.pmi.org/certification/ccr-updates-pra.aspx

For more on the current CCR program either refer to your credential handbook or see: http://www.pmi.org/Certification/Maintain-Your-Credential.aspx

To understand the difference between PDUs and eligible training hours see: PDUs and the PMI Examination Eligibility Requirements

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Project Governance and Controls Symposium (PGCS) Canberra

Posted on April 26, 2015 by | Leave a comment

Four years ago I was looking for a name to describe the governance and controls ‘conference’ we were intending to spin out of the PMOZ conference.  There appeared to be a real opening for a ‘focused event’ looking at the mutual interdependence and almost symbiotic relationship between governance and project controls, and Canberra seemed to be the ideal location.

The synthesis between good governance and effective controls is obvious, if not well understood or implemented:

  • Project controls cannot operate effectively without the protection of senior management. Frank and fearless reporting of status and issues cannot be assumed if the middle levels of management have the capability to restrict negative information.
  • Conversely, executive management decisions depend on accurate and realistic assessments of risk, schedule and cost. Creating a culture where this type of information is not only available but accepted and used properly is the key governance issue within the project, program and portfolio domain.

Finding a name was a different challenge….

The first bit was easy if the KISS principle is applied.  ‘Project governance and controls’ – we knew the program was intended to cover a lot more than just ‘projects’; at a minimum, programs, portfolios, benefits realisation and change management were in the mix but can all fit under the general umbrella of ‘projects’.

More challenging was deciding on what type of event we wanted and therefore what name to use……   Symposium is a slightly old fashioned word but it has a long history and a quite specific meaning that fitted perfectly with the type of event we were planning.

The modern definitions are a good starting point:

  • A formal conference or meeting at which several specialists deliver short addresses on a topic or on related topics or a collection of essays or papers on a particular subject by a number of contributors. Fits perfectly, we have a clearly defined topic, internationally recognised experts, and after May, will have most of the presentations from the last four symposia indexed and freely available on our website.
  • A social gathering at which there is a free interchange of ideas or a convivial discussion. One of the key elements in the PGCS design is facilitating the exchange of ideas both within Australia and with the wider international community.

The origins of the term are slightly less focused on knowledge transfer and learning.   Symposium originally referred to a drinking party or convivial discussion, especially as held in ancient Greece after a banquet (and notable as the title of a work by Plato).

Certainly in the late 16th century a ‘symposium’ denoting a drinking party: via Latin

  • from Greek sumposion, from sumpotēs ‘fellow drinker’,
  • from sun- ‘together’ + potēs  ‘drinker’.

The annual PGCS reception at the ADFA Officers Mess fits here although we do expect professional behaviour. The reception flows on from the conclusion of day one’s formal presentations – the hot topic for discussion this year should be the ‘One Defence’ presentation by Ms. Roxanne Kelley, accompanied by Air Vice Marshal Neil Hart.

After the reception, here is plenty of time for visitors to Canberra (not to mention locals) to move ‘down town’ and enjoy one of the many excellent restaurants in Civic or further afield. Whilst not a formal part of the conference, I can recall a number of memorable evenings for the first three years and I’m looking forward to what eventuates this year…… (but reporting on attempts, if any, to emulate the ‘Ancient Greek’ version of ‘symposium’ is proscribed by Chatham House Rules).

Certainly the three events to date have lived up to the modern concept of a ‘symposium’ and have demonstrated that both ‘governance’ and ‘controls’ can be usefully discussed in a convivial atmosphere.

It’s not too late to sign up for the next PGCS, hosted by Platinum Sponsors, UNSW Canberra; the symposium will be held at the Australian Defence Force Academy (ADFA) on the 6th and 7th May, more information see: http://www.pgcs.org.au/

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PMBOK Health Warning

Posted on April 1, 2015 by | Leave a comment

Health Warning:  Do not attempt to read the PMBOK and drive!

Animal tests undertaken by Mosaic show that reading a single chapter of the PMBOK can induce a state ranging from drowsiness to deep sleep; with the effect on younger animals being significant.

Similar effects have been observed from exposure to PMP training materials in the office……

As a result of these and other ‘real world’ observations, we recommend any prolonged exposure to the PMBOK and any associated training materials be restricted to either the safety of your own home, or a carefully controlled classroom environment under the supervision of a qualified trainer.

Notes:

  1. No cats were injured during this study.
  2. Dr. Lynda Bourne is currently part of the PMI core team developing the 6th Edition of the PMBOK, due for publication in Dec. 2016.
  3. We have designed our courses to minimise the effects identified in this study.
    1. For more on our classroom training see:  http://www.mosaicproject.com.au/
    2. For more on our Mentored email training see: http://www.mosaicprojects.com.au/Training-Mentored.html
  4. Apart from Note 2, this post is simply a gratuitous excuse to publish some really cute cat pictures sourced from: http://pulptastic.com/29-photos-cats-sleeping-weirdest-places-positions/  we hope you enjoy the other 26 pictures.
  5. This post was originally published in 2014  – it seemed too good to ignore on the 1st April 🙂

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