1 Strategies for Implementing the CMMI Project Management Process Category NATURAL SPI An SEI Transition Partner Natural SPI, Inc.
2 Objectives Attending this presentation should enable you to: 1. Understand how differing perceptions of project management makes this process category so difficult to implement 2. See the value of an incremental approach to implementation 3. Take away practical examples as a starting point 4. Consider common organizational roadblocks to project management that nearly every organization encounters Natural SPI, Inc.
3 The PM Process Category consists of : Project Planning (PP) Project Monitoring & Control (PMC) Supplier Agreement Management (SAM) Integrated Project Management (IPM) Risk Management (RSKM) Quantitative Project Management (QPM) Natural SPI, Inc.
4 Why is PM so difficult? There are two root causes of most problems implementing project management: Project Management means different things to different people Implementing project management usually impacts every aspect of the organization: Engineering Senior management Contracts, purchasing, legal Human resources Finance Marketing & sales Customers Natural SPI, Inc.
5 Project Management as Viewed by Senior Managers It s common sense doesn t require special training or education anyone can do it. It requires minimal effort the engineers already know what needs to be done. If project managers are doing their job, I shouldn t have to be involved. Project management is just walking around talking to people what s the big deal? Natural SPI, Inc.
6 Project Management as Practiced by PMs (who aren t really PMs!) Plan Gee I never saw that coming! Actual PMs who are not trained are victims of surprise circumstances instead of planners and agents of action Natural SPI, Inc.
7 Project Management as Practiced by PMs (who aren t really PMs!) PM is just paperwork: Plans and schedules are created (to show off documentation), but aren t maintained or used to make decisions. Hope is the strategy: Wishful thinking prevails missed deadlines surprise everyone. Someone else s fault: The customer is blamed for all problems, because we re just doing what they asked us to do. Yelling fixes everything: Senior Management s most frequent response is Make It So! Natural SPI, Inc.
8 Project Management Requires a Fundamental Shift in Philosophy To successfully implement the Project Management Process Category, people must radically change the way they ve been taught to think and behave at work Natural SPI, Inc.
9 Project Management is a Change in Attitudes and Behaviors Project Management: Not Project Management: Plan first, then do in accordance with the plan Act and then wait for surprise consequences Being proactive Being reactive Using facts for making decisions Making decisions from the gut shoot from the hip Observing and measuring work performance Replacing reality with the desired perception Introspection and learning Blaming everyone but yourself Natural SPI, Inc.
10 So What Can Be Done? Take an incremental approach! Natural SPI, Inc.
11 Why an Incremental Approach Works Best Benefits of an incremental approach: Demonstrate basic benefits and value early on Start collecting baseline metrics Give people time to adjust Allow time for training and absorption Senior management needs to change too Less organizational impact Understand your needs before purchasing tools Some problems are organizational problems and they may take a LONG time to solve You can start to lay the foundations for many Generic Practices right away Natural SPI, Inc.
12 Incremental Approach Natural SPI, Inc.
13 Preparing for Change Natural SPI, Inc.
14 Consider the Impact on Project Managers A sea change for project managers: You will be asking them to do things they ve never done before: Work with costs and other financial concepts Understanding company infrastructure Influencing and negotiating rather than just doing Managing people, not just systems or technology Preparing to challenge and be challenged Some will leave or asked to be reassigned It s hard to ask for help Don t assume if they are not following the process, they re being antagonistic. They may not understand how or why Natural SPI, Inc.
15 Teach PMs What They Need to Know Establish a Project Management training program: Not just processes and tools, but also: Measurement and statistical analysis Financial concepts Leadership skills Communication, presentation, and negotiation skills Consult with Human Resource or Training Departments Consider the Project Management Institute (PMI) as a resource Natural SPI, Inc.
16 Consider the Impact on Senior Management Senior Leadership needs to understand they have a critical role in project management: You will be asking them to do things they may have never done before: Be involved with the projects Become a customer for project and process performance facts and measures Make decisions and act on facts Remove roadblocks Challenge and be challenged Be frank with them about the time it will take and give them tools they can use It s hard for Senior Management to ask for help Coach in private Natural SPI, Inc.
17 Prepare Senior Management Ensure Senior Management: Understands their role in project management Understands the need for enforcement and reinforcement Knows there may be turnover Understands the incremental approach Knows what successful project management looks like, and knows that it is not synonymous with successful projects Natural SPI, Inc.
18 Consider the Impact on Other Staff Ask these questions, and incorporate the answers into the effort to establish project management in the org: Who owns the customer relationship? Who owns the resources? Who owns the financial data? Does the organization or project have measurable performance goals? (Hint: be better is insufficient.) Why does the individual care about improvement? What are the incentives? Is project management the right fix but for the wrong problem? Natural SPI, Inc.
19 Establish a Minimum Baseline Standard Before making improvements, establish a minimum standard for projects to enable learning and quantify the weaknesses: Management issues a policy for Project Management. Use existing tools and processes whenever possible Keep documentation to a minimum Project Planning Baseline Example: All projects must have a written scope statement. All projects must have a WBS where each task requires a maximum of 120 effort hours. All projects must document the specific required skill sets of each project team member. Senior management must approve the above documented information before resources will be assigned to the project Natural SPI, Inc.
20 Establish a Minimum Baseline Standard (continued) Project Monitoring & Control Baseline Example: Each project manager will compare and report actual cost and schedule against the plan at least once per month. All cost and schedule deviations of greater than 10% require a reforecast and corrective action plan An Action Item / Issue Log will be maintained for each project. The project manager will present the above information to senior management at the end of each month Natural SPI, Inc.
21 Train and Audit Once you establish the minimum standard, you must follow through: Train the managers on the minimum standard Train the managers on the tools Provide a way to collect baseline measures of effort for performing the new tasks Audit early and often! Report adherence to standards in aggregate Recognize and act on improvement suggestions Natural SPI, Inc.
22 Common Roadblocks in Project Planning Some of the common planning issues, and ways of dealing with them are: Basing estimates on attributes of work/work products: Size attributes are difficult and contentious Consider attributes by phase (to start) Use attributes that are organic to the organization, not just what others in the industry use Confusion between risks and issues: Provide training on basic risk management Concerns that planning effort exceeds the benefits: Another reason to start small and give reasons why a certain step is being performed Advertise planning success stories and case studies (theory does not impress practitioners!) Natural SPI, Inc.
23 Common Roadblocks in Project Planning (continued) Concerns regarding access to financial data (salaries, billing rates, overhead): Get started by using standardized rates or just tracking effort or resource usage Price and cost are not the same thing: Project Managers provide the estimate for total resources required Sales can determine the price, but this doesn t change the resources required to do the work or the cost of performing it Natural SPI, Inc.
24 Common Roadblocks in Project Monitoring & Control Some of the common monitoring and control issues, and ways of dealing with them are: Senior Management Availability: Establish a rotating schedule on a convenient day for Senior Management Start by reviewing a subset of projects and set strict timelimit for each project Do NOT hold the meetings (such as project reviews) without Senior Management In project reviews, lead the change by responding to information backed by data or measures Concerns regarding distribution of actual cost data: Report in aggregate by project phase rather than on an individual basis Natural SPI, Inc.
25 Common Roadblocks in Project Monitoring & Control (continued) Hesitancy to raise concerns and issues: Separate the person from the problem Define objective measures to trigger responses When issues are identified, treat them seriously, track them, brainstorm the potential impact and potential resolutions Time tracking: Don t require too much detail to start, especially if you re going to have to track it manually What do we tell (or don t tell) the customer? Define the level of detail and frequency of status reporting that is appropriate for the customer Categorize issues and risks as internal and external and report accordingly Natural SPI, Inc.
26 Risk Management Understand the model s requirements for a comprehensive strategy Unless, you feel risk management is an area of exceptional importance for you (for instance, human safety or environmental concerns), wait until you have PP/PMC/SAM implemented. Best to adapt your categories of risks from experience gathered during CMMI Level 2 implementation, not a book project lesson s learned is a great source for identifying risks to future projects Natural SPI, Inc.
27 Incremental Approach gets Generic Practice implementation started The following Generic Practices can be started immediately with this incremental approach: GP2.1 (Establish an Organizational Policy) GP2.3 (Provide Resources) GP2.4 (Assign Responsibility) GP2.5 (Train People) GP2.7 (Identify and Involve Relevant Stakeholders) GP2.9 (Objectively Evaluate Adherence) Natural SPI, Inc.
28 Use the Project Management Institute (PMI) PMI is a great resource for project management tools, training, and best practices: The standards document, A Guide to the Project Management Body of Knowledge (PMBOK Guide), is recognized throughout the world as a standard for managing projects The PMBOK Guide is approved as an American National Standard by the American National Standards Institute (ANSI). Project Management Professional and Certified Associate in Project Management certifications. Local chapters and specific interest groups See for more information Natural SPI, Inc.
29 Leveraging the PMI Synergy The CMMI and the PMBOK can be used together for more effective and efficient process improvement: Use PMBOK as how to guide for implementing the project management practices in the CMMI. Use the PMBOK s Project Procurement Management section to complement the CMMI s Supplier Agreement Management. Use PMBOK-based training and certifications to create training plans for project management staff. Use PMI certified PMPs to define your organization s project management processes Natural SPI, Inc.
30 Leveraging the Synergy (cont) more effective and efficient process improvement: Use the CMMI to round-out the PMBOK by integrating the management of other system engineering processes into project management. Use the CMMI s Generic Practices to establish the infrastructure needed to institutionalize good project management practices. Use the PMBOK s practices for project initiation and project closure to complement the CMMI s Project Planning and Project Monitoring and Control Natural SPI, Inc.
31 Contacts and more information Susan Byrnes, PMP Natural SPI, Inc Natural SPI s web site ( PMI: DoD Extension to PMBOK: NATURAL SPI An SEI Transition Partner Natural SPI, Inc.
CMMI KEY PROCESS AREAS http://www.tutorialspoint.com/cmmi/cmmi-process-areas.htm Copyright tutorialspoint.com A Process Area is a cluster of related practices in an area that, when implemented collectively,
Truly Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Neil Potter The Process Group Lead Appraiser / Improvement Coach Organization
Distributed and Outsourced Software Engineering The CMMI Model Peter Kolb Software Engineering SEI Trademarks and Service Marks SM CMM Integration SCAMPI are service marks of Carnegie Mellon University
www.ijcsi.org 160 Towards a new approach of continuous process improvement based on CMMI and PMBOK Yassine Rdiouat 1, Naima Nakabi 2, Khadija Kahtani 3 and Alami Semma 4 1 Department of Mathematics and
PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in
SMEF 10-11 June, 2010 Software Quality Standards and Approaches from Ontological Point of View Konstantina Georgieva Otto-von-Guericke University Magdeburg Department of Computer Science, Software Engineering
Software Engineering for Outsourced & Offshore Development CMMI: Specific Goals and Practices PeterKolb Software Engineering CMMI Process Areas for R&D Projects Slide 2 Content Management in Projects Project
& CMMI July, 2007 Why the drive for CMMI? Missed commitments Spiralling costs Late delivery to the market Last minute crunches Inadequate management visibility Too many surprises Quality problems Customer
PMP 2013 Exam Prep Course Overview This course has been designed to prepare participants to take the Project Management Institute's Project Management Professional (PMP) Exam, 2013 edition and is based
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP) Examination Content Outline June 2015 Published by: Project Management
You Want to Use Scrum, You are Told to Use CMMI How They can Work Together Elegantly and Both Provide Benefit Neil Potter The Process Group firstname.lastname@example.org 1 Agenda Summary of Scrum and CMMI Approach
A Framework for Project Metrics Deciding what to measure and how to measure it August 13, 2007 Dr. Gary J. Evans, PMP CVR/IT Consulting LLC www.cvr-it.com Welcome! Focus of this workshop: Project Metrics
www.etidaho.com (208) 327-0768 PMI Certified: PMP - Project Management 5 Days Course Description This PMP certification training class is designed for individuals who have on-the-job project management
Software Process Improvement Software Business Casper Lassenius Topics covered ² The process process ² Process measurement ² Process analysis ² Process change ² The CMMI process framework 2 Process ² Many
Advanced Sales & Sales Management Training for the Experienced Professional Present Leading (and Tracking) Your Sales Team to Increased Sales Questions? You may contact Jim at: 800-526-0074 email@example.com
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP ) Examination Content Outline Revised August 2011 Published by: Project
Minnesota Health Insurance Exchange Project (MNHI) Deliverable Definition Document (DDD) For Project Plan Date: 07-31-2012 11/9/2012 1:18 PM Page 1 of 8 1. High Level Deliverable Description The Project
[project.headway] I N T E G R A T I O N S E R I E S Integrating Project HEADWAY And CMMI P R O J E C T H E A D W A Y W H I T E P A P E R Integrating Project HEADWAY And CMMI Introduction This white paper
Project Standards: A Review of Certifications/Certificates Standards for Project Supporting Certification and Certificates Certificate Certification The Project Body of Knowledge PMBOK Guide Projects in
Project Management Professional (Certified by PMI) PMI certified Project Management Professional credential is the most important industryrecognized certification for project managers. This recognition
Project Managing to Support Change Cathryn Stam, PMP Tina Salaris, RN, PMP Project Managing to Support Change Change is a constant in life People by nature do not like change Whether redesigning processes
A Report on The Capability Maturity Model Hakan Bayraksan hxb07u 29 November 2009 G53QAT Table of Contents Introduction...2 The evolution of CMMI...3 CMM... 3 CMMI... 3 The definition of CMMI... 4 Level
The change comes from the inside! Divide and Conquer: A Top Down and Bottom Up Approach 1 Agenda Purpose Background Let s talk about Change Our Change Management Plan Change Management Team Conclusions
Project Management Professional (PMP) Boot Camp According to the Project Management Institute, the world's leading association for the project management profession: "PMP Certification is the profession's
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
Project Management for Everyone Contact Information Adam Donaldson, PMP Business Management & Analysis Group System, Analytics & Insights Group Phone: (202) 994-6867 Email: firstname.lastname@example.org Objectives Basic
www.businessbeam.com CMMI for Development Introduction & Implementation Roadmap Business Beam (Pvt.) Limited Today 1 About CMMI for Development 2 Implementation Roadmap 3 CMMI & Business Beam 2 About CMMI
How To Really Earn Big With Your Own Internet Business by Sam Mantell www.plug-in In-And And-Grow Grow-Rich.com This is is a free report and may be distributed to anyone you wish as long as its contents
Project Training Company Comparing PMBOK Guide 4 th Edition, Edition and STS Sauter Training & Simulation S.A. Avenue de la Gare 10 1003 Lausanne Switzerland Web: www.sts.ch E-mail: email@example.com Phone:
CPM -100: Principles of Project Management Lesson E: Risk and Procurement Management Presented by Sam Lane firstname.lastname@example.org Ph: 703-883-7149 Presented at the IPM 2002 Fall Conference Prepared by the Washington,
wibas Team CMMI-ITIL ITIL integrated into CMMI IT Maturity S e r v i c e s 1 CMMI-ITIL Management Summary -2- Copyright 2007 wibas IT Maturity Services GmbH CMMI-ITIL ITIL is a reference model to improve
1 The Future of Project Management: Preparing The Next Generation Project Manager By Harold Kerzner, Ph.D. 10/9/2010 2010 International Institute for Learning, Inc. 1 Best Practices in Project Management
Project Risk Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Risk Management
Legal Project Management Steven B. Levy Author, Legal Project Management Rick Kathuria PMP, P. Eng, CMC Who Are We, Anyway? Rick Kathuria, PMP, P. Eng, CMC Director, IT Development and PMO for McCarthy
TenStep Project Management Process Summary Project management refers to the definition and planning, and then the subsequent management, control, and conclusion of a project. It is important to recognize
October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC email@example.com Introduction Re-evaluating IT Services Today s Challenges
Service Design & Problem Management: Delivered to the Greater Cleveland itsmf LIG by Third Sky, Inc. Business-Driven IT Lou Hunnebeck Introduction Certified ITIL Expert VP of IT Service Management Vision
Best Practices for Implementing Software Asset Management Table of Contents I. The Case for Software Asset Management (SAM)............................ 2 II. Laying the Groundwork for SAM............................................
Interpretation and lesson learned from High Maturity Implementation of CMMI-SVC Agenda and Topics Opening Recap High Maturity Process Areas Main Questions for High Maturity Process Improvement Pilot Lessoned
Program Title: Advanced Project Management Program ID: #1025924 Program Cost: $3,780 Duration: 37.5 hours Program Description The Advance Project Management course is a training offering for professionals
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
Overview of Service Support & Service Delivery Functions ITIL Service Support / Delivery- 1 Service Delivery Functions Availability Management IT Services Continuity Management Capacity Management Financial
Project Procurement Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note
PMP Passport Passport The passport to what every project manager needs to know in order to successfully pass the PMP exam is presented in this four-day course. Students gain an understanding of how the
Implementing an Effective Lessons Learned Process in a Global Project Environment Mark Marlin PMP Sr. Vice President, Westney Consulting Group Abstract A Lessons Learned Process is one that crosses functional
Project Zeus Risk Management Plan 1 Baselined: 5/7/1998 Last Modified: N/A Owner: David Jones/Zeus Project Manager Page Section 1. Introduction 3 1.1 Assumptions, Constraints, and Policies 3 1.2 Related
"Project Management Certifications... PMP and Beyond" JOHN SHERLOCK 1 Agenda 1. PMP Certification: Obtaining and Maintaining (A Refresher) What it takes to obtain the PMP credential What it takes to keep
CERTIFICATE IN APPLIED PROJECT MANAGEMENT + DPM International is a Boston University Corporate Education Center Education Affiliate Partner LOWEST COST IN JAMAICA & + Free MS Project course & more Certificate
COURSE BROCHURE Manage Project Professionally &Earn Your PMP Certification R PMP PMBOK, The PMI Registered Education Provider are registered marks of the Project Management Institute, Inc Join the success
PROJECT RISK MANAGEMENT DEFINITION OF A RISK OR RISK EVENT: A discrete occurrence that may affect the project for good or bad. DEFINITION OF A PROBLEM OR UNCERTAINTY: An uncommon state of nature, characterized
Contents 1. What is a Sales Process..1 2. What we all Hate About Sales Processes. 1 3. Process versus Goals 3 4. Why We Should All Love the Sales Process..4 5. The Elements of an Ideal Sales Process..6
Software Process Improvement Framework for Software Outsourcing Based On CMMI Master of Science Thesis in Software Engineering and Management ZAHOOR UL ISLAM XIANZHONG ZHOU University of Gothenburg Chalmers
Project Management Body of Knowledge (PMBOK) (An Overview of the Knowledge Areas) Nutek, Inc. 3829 Quarton Road, Suite 102 Bloomfield Hills, Michigan 48302, USA. Phone: 248-540-4827, Email: Support@Nutek-us.com
Implementing a Metrics Program MOUSE will help you Ton Dekkers, Galorath firstname.lastname@example.org Just like an information system, a method, a technique, a tool or an approach is supporting the achievement
You and Your Accomplishments 1. Tell me a little about yourself. 50 Tough Interview Questions Because this is often the opening question, be careful that you don t run off at the mouth. Keep your answer
PMI Risk Management Professional (PMI-RMP ) - Practice Standard and Certification Overview Sante Torino PMI-RMP, IPMA Level B Head of Risk Management Major Programmes, Selex ES / Land&Naval Systems Division
InterGlobe Consulting +1.408.807.0443 email@example.com www.interglobeconsulting.com How to use CMMI to bring your project management process to the next level A CMMI Implementation Case Study
Measurement Strategies in the CMMI International Software Measurement & Analysis Conference 9-14 September 2007 Rick Hefner, Ph.D. Director, Process Management Northrop Grumman Corporation One Space Park,
From Body of Knowledge to Embodied Knowledge: Leveraging the Project Management Professional (PMP) Certification By Jennifer Tucker, PMP OKA (Otto Kroeger Associates), firstname.lastname@example.org Abstract. The
Introduction This comparison takes each part of the PMBOK and gives an opinion on what match there is with elements of the PRINCE2 method. It can be used in any discussion of the respective merits of the
Project Management for Everyone (a non-technical approach) Eileen Powers-Twichell, Training Consultant, PME Learning Mark W. Murphy, Training Consultant, PME Learning Why is a non-technical approach needed
Personal Financial Planning As a Project By Greg Caramanica, PMP, General Securities Representative Financial Planner with Arlington Wealth Planning (www.arlingtonwealthplanning.com) Introduction Having
itsmf USA Problem Management Community of Interest How to Assess and Improve Your Problem Management Process Moderator John Clipp Speaker Ted Gaughan Problem Management SIG President ITSM Practice Lead
RTI Software Development Methodology and CMMI Presented at International Field Directors & Technologies Conference Karen M. Davis Vice President, Research Computing Division May 20, 2008 3040 Cornwallis
Project Management for Everyone Contact Information Adam Donaldson, PMP Business Management & Analysis Group Phone: (202) 994-6867 Cell: (240) 472-2171 Email: email@example.com Objectives Basic understanding
Program Title: Advanced Project Management Program ID: #1025924 Program Cost: $3,780 Duration: 37.5 hours Course Description This course is the flagship course for Project Management certifications including
APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.
CAPABILITY MATURITY MODEL INTEGRATION Radu CONSTANTINESCU PhD Candidate, University Assistant Academy of Economic Studies, Bucharest, Romania E-mail: firstname.lastname@example.org Web page: http:// www.raduconstantinescu.ase.ro
Comparing Scrum And CMMI How Can They Work Together Neil Potter The Process Group email@example.com 1 Agenda Definition of Scrum Agile Principles Definition of CMMI Similarities and Differences CMMI
Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under W. Charles Slaven MBA PMP CSSBB CPA (inactive) Director, Lean Deployment and Continuous
2013 TAGLaw International Conference Legal Project Management : A New Model for Enhancing Profitability & Competitive Edge Susan Raridon Lambreth, Principal, LawVision Group Founder, Legal Project Management
Interpreting the Management Process in IEEE/EIA 12207 with the Help of PMBOK Lewis Gray, Ph.D., PMP Abelia Fairfax, Virginia USA www.abelia.com Copyright 2002 by Abelia Corporation. All rights reserved
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006 For decades, software development projects have followed the classic waterfall method in which software development initiatives
Subject: PMP preparation course offer Good day from Ocean Training and Consulting Group. We are pleased to bring to you the following training course offer: Course Title Duration Starting Date Ending Date
Preface Acknowledgements xi xiii 1. Introduction and Overview 1 Introduction 1 Whatis the CMMI"? 2 What the CMMI* is Not 3 What are Standards? 3 2. Summaryof CMMI-SW 5 The CMM*-SW 5 CMMI--SW Continuous
ITIL v3 Service Manager Bridge Course Length: 5 Days Course Overview This 5 day hands on, certification training program enables ITIL Version 2 certified Service Managers to upgrade their Service Manager
People change management framework for High maturity Stakeholder management Training Communication Presenters: Deepthi Chimakurthy, Senior Consultant Padma Rengan, Manager Deloitte Consulting India Pvt
Project Human Resource Management, PMBOK Forth Edition PMP Sep, 2009 Administrative Here are some tips for your exam, but of course it is not an exhaustive list. Some project managers will have different
A Viable Systems Engineering Approach Presented by: Dick Carlson (firstname.lastname@example.org) Philip Matuzic (email@example.com) i i Introduction This presentation ti addresses systems engineering
PMP /CAPM Certification Looking to pass the PMP or CAPM exam on your first try? We have helped thousands to pass the exam on their first try. We are one of the top training provider of PMP /CAPM training.
Getting Started with the Engagement Cards and Retention Cards 800.861.6965 www.keeppeople.com Center for Talent Retention 2007 1 Page Cracking the Talent Code To increase employee engagement and create
Project Management Professional (PMP) Certification: PMBOK Guide Fifth Edition Course Specifications Course Number: 095001 Course Length: 5 days Course Description Overview: If you are taking this course,
STUDIA UNIV. BABEŞ BOLYAI, INFORMATICA, Volume LIII, Number 1, 2008 SOFTWARE PROCESS IMPROVEMENT AT SYSGENIC DUMITRU RĂDOIU AND MILITON FRENŢIU Abstract. The Capability Maturity Model (CMM) was defined