PMP Professional Development Units

PMP Professional Development Units Training “PDU”.

On site or Webex format. Conference Quality Presentations.

Change Management

This presentation is a survey of basic Change Management. It takes the student through fundamental change terminology to lay a foundation then outlines the steps of Transformational Change. A case study of an actual Aeromedical Equipment Standardization project is used to discuss the most common mistakes organizations make when conducting a change initiative and strategies to negotiate resistance. Books by John Kotter , “Leading Change” and Thomas Wentz “Transformational Change” are the principle sources.

OBJECTIVES

  1.  Terminology
    1. Understand Levels of Change.
    2. Understand Types of Change.
    3. Understand the Difference between Context and Content Change.
  2. Organizational Level Change
    1. Understand Basic Steps for Organizational Transformational Change.
  3. Project Level Change, acceptance,  (tactical)
    1. Understand the major mistakes made during content projects facing resistance.
    2. Understand strategies to negotiate resistance to change.

Servant Leadership

Agile draws on some Servant Leadership principles but what is Servant Leadership? Where did the concept come from? Who uses it? Why and by whom did the study of Servant Leadership mature? This presentation is a survey answering all of those questions. It also spends some time on the basic principles employed by the Agile community and that may show up in an Agile Exam. Multiple writing by Robert Greenleaf are the principle sources.

OBJECTIVES

  1. Understand where the Concept of Servant Leadership Originated and how it has grown. Who uses it. (Agile)
  2. Understand the different between a “Servant First Leader” and a “Leader
    First Leader”.
  3. Examine the seven Pillars of Servant Leadership.
  4. Understand why Servant Leadership is a valuable Leadership Style.
  5. Highlight where Agile borrows from the study of
    Servant Leadership.

Underlying Organizational Structure – Not the Org Chart

People and the Organizations they live and work in perform better when they understand the underlying structure that drives their behaviors. When outcomes are unsuccessful, understanding the underlying structure that influence why we do things the way they do is crucial. Most people and organizations don’t know what their underling structure is. Successful people innately have a structure that supports success, it is a gift. Those of us gifted in other ways can study and impact our underlying structure. This presentation is based on the Robert Fritz’s book “The Path of Least Resistance for Managers, and Peter Senge’s Book “The Fifth Discipline”

OBJECTIVES

  1. Understand Underlying Organizational Structural Terms and Dynamics.
    1. Oscillation and Advancing Structures
    2. Reactive Responsive Organizational Orientation
    3. Creative Organizational Orientation
    4. Structural Tension, structural conflict,
    5. Structural Vision and how to use it.
    6. Structural Charting and Telescoping is Project Management WBS and decomposition.PMI Project Management is a Creative Orientation Structure tool.
  2. The Nine Laws of Organizational Structure will be used as a platform to teach Structure. Presentation uses the work of Robert Fritz “Path of Least Resistance for Managers”.

Back to Basics

This presentation is a case study of an actual project that occurred in late 2003 through the spring of 2004. A competitor threatens to penetrate a Helicopter EMS market. The Case study takes the student from Business Analysis through Planning and Execution focusing on Overall and Individual Project Risk and Stakeholder Engagement. One of the principle objectives is to remind the PMP that the PMBOK has an answer for most situations. Sometimes it pays to step back and get back to basics. The presentation can be an hour, or flushed out with more participation to last several hours as a PMBOK refresher. NOTE: time may be adjusted.

OBJECTIVES

  1. Re-Introduce basic PMBOK Fundamentals and Tools
  2. Show the PMBOK as a project system, not an exam reference.
  3. Goal is to motivate seasoned PMPs to go back BASICS
  4. Using case study and guided discussion format introduce the following fundamental project process.
    1. Identify and analyze Stakeholders.
    2. Develop Communication Plan to help Stakeholder Engagement.
    3. Perform Quantitative Risk Analysis and develop Risk Responses.

Knowledge Area Refresher Tune-Up

Any organization may identify a deficiency in any specific Knowledge Area relative to Project Management. We could jointly develop a Workshop or Presentation in accordance with the PMBOK to improve their understanding and skill. For example. The organization would like to improve their employees understanding on Project Scheduling. I could tailor a presentation covering the fundamentals of scheduling in accordance with the PMBOK.