The Project Management PodcastAuthor: OSP International LLC
21 Feb 2018

The Project Management Podcast

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Project Management for Beginners and Experts. Are you looking to improve your Project Management Skills? Then listen to The Project Management Podcast™, a weekly program that delivers best practices and new developments in the field of project management. The more companies understand the importance of sound Project Management, the more will your skills be in demand. Project Management is the means used by companies today to turn their vision and mission into reality. It is also the driver behind transforming a business need into a business process. The Project Management Podcast™ looks at how project management shapes the business world of today and tomorrow. Find us on the web at http://www.pm-podcast.com or send your emails to info@pm-podcast.com. The Project Management Podcast™ is a trademark of OSP International LLC. All other trademarks mentioned are the property of their respective owners. Copyright © 2005 - 2017 OSP International LLC. All rights reserved.

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    Episode 408: How to Write Excellent User Stories (Free) #PMOT #agile

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    Betsy and Cornelius
    Betsy Stockdale and Cornelius Fichtner

    In agile, technically anyone can write user stories. Sounds easy, right?

    However, many people really do not have a good understanding of how to write high-quality stories or effectively manage the product backlog. In this interview you will learn about the full life cycle of agile requirements, including how to use visual models at each step of the iterative process.

    This interview with Betsy Stockdale (LinkedIn Profile) was recorded at the inspiring Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois.

    We explain the life cycle of agile requirements and how to use visual models to identify epics and user stories, and how to write testable acceptance criteria using a variety of techniques. Those currently working on their PMI-ACP training will find this interview valuable for their general understanding of Agile approaches.

    Episode Transcript

    Below are the first few pages of the transcript. The complete transcript is available to Premium subscribers only.

    Coming soon...

    Above are the first few pages of the transcript. The complete transcript is available to Premium subscribers only. Please subscribe to our Premium Podcast to receive a PDF transcript.


  • Posted on 21 Dec 2017

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    Episode 407: The Agile Practice Guide (Free)

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    Mike G, Jesse F, Cornelius F
    Jesse Fewell, Mike Griffiths and Cornelius Fichtner

    Work is changing from industrial, routine work to knowledge-oriented work that requires more of an ongoing collaborative endeavor to manage change, complexity, and uncertainty. Learn how project management has evolved to reflect these changes with the publication of the new “Agile Practice Guide,” developed in collaboration with the Agile Alliance.

    This interview with Mike Griffiths (LinkedIn Profile) and Jesse Fewell (LinkedIn Profile) was recorded at the splendid Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois.

    We not only discuss the implications that The Agile Practice guide has on the PMI-ACP exam and your PMI-ACP exam prep, we also examine the core chapters of the new guide and discuss application and adaptation implications. We explore many elements of the guide and learn more about its content and use in a variety of domains.

    Episode Transcript

    Below are the first few pages of the transcript. The complete transcript is available to Premium subscribers only.

    Podcast Introduction

    Cornelius Fichtner: In this episode of The Project Management Podcast™, we talk about the Agile Practice Guide that was released earlier this year.

    Hello and welcome to The Project Management Podcast™ at www.pm-podcast.com. I am Cornelius Fichtner.

    We are coming to you live from the splendid 2017 PMI Global Conference in Chicago.

    Podcast Interview

    Cornelius Fichtner: And sitting with me here at the PMI Bookstore are Jesse Fewell and Mike Griffiths. Hello Mike!

    Mike Griffiths: Hi, hi everyone!

    Cornelius Fichtner: And Jesse!

    Jesse Fewell: Hey, good to be here!

    Cornelius Fichtner: And listeners of the Podcast, you already noticed this sounds a bit different than normal interviews do. Yes, we are using the handheld mic today because there are three of us. And since I started out with mic, let’s continue with Mike.

    Mike, question for you. The people, listeners, they have been introduced to PMI before. However, the Agile Alliance was part of the development of The Agile Practice Guide. Who is the Agile Alliance?

    Mike Griffiths: Sure! So the Agile Alliance is a not-for-profit group that exists to promote and educate people about Agile methods. So Agile is a broad umbrella of methods. People are very familiar with Scrum but it includes other approaches such as XP and Feature-Driven Development and another type there.

    The Agile Alliance is like I say is not-for-profit group that creates their own conferences and promotes Agile and Agile practices in organizations. So there are resource center. You can go there to learn more about Agile and techniques.

    Cornelius Fichtner: What was the vision for developing the Agile Practice Guide?

    Mike Griffiths: So it was really to provide guidance for project practitioners that are frequently in the space of having Agile teams or being asked to spin up Agile teams quite often in less than Agile environments. So we described the hybrid environment being where we have some Agile elements in play but parts of the organization are still traditionally predictive or plan-driver.\

    And so the Agile Practice Guide was really the basic steps for project practitioners who are in that space, who would like to become more Agile and perhaps not sure how to do that or what steps to follow. And we wanted to provide a methodology agnostic independent way of providing that guidance.

    Cornelius Fichtner: And Jesse, even though it’s methodology agnostic, what methodology or framework did you actually follow as you prepared and developed the guide? What is more a plan-driven or was it more an Agile approach?

    Jesse Fewell: Well Mike would say was a hybrid approach. We had a very firm fixed deadline for the perspective publication. I mean this is a publication project and so there is a fixed deadline that had to synchronize with the publication of PMBOK® Guide Sixth Edition. Because we needed to align with that from a content perspective and from a product delivery perspective. But within those firm fixed kind of constraints before which a lot of things happen and after which a lot of things happened, we were very organic and very fluid and very iterative in the creation of the draft, the manuscript itself.

    So we started first maybe with weekly iterations and that kind of evolved later down the road to more ad hoc iterations once we were getting crunched, crunch time. So we didn’t actually follow any formal methodology per se as much as we were trying to be as flexible and adaptive and iterative within fixed schedule.

    Cornelius Fichtner: Who is the intended audience of the guide?

    Jesse Fewell: It’s really for project managers who are starting on their Agile journey. There’s just so much this conversation that one of the explicit things that Mike is mentioning is we had to choose an audience. We had to choose a firm what is in-scope and what is out of scope definition.

    And so, we really wanted to center it towards project managers who are kind of beginning in their guide. So for those of you who are listening that are little bit more experienced with Agile method, you will find the guide to be filled with very familiar content. So that’s what we targeted.

    Cornelius Fichtner: Let’s talk about your roles on the guide as you were developing it. Mike, what was your role?

    Mike Griffiths: So I was representing the PMI. I was the Chairperson for the Core Writing Team. As Jesse said it was very organic so I don’t really think my role was very different from everybody else in that I was part of the team that did the pair writing and the pair reviewing of chapters. I had a little bit more coordination I guess to do so I help with the kickoff like prepared some slides or ironed what we hope to achieve, what some of our inputs and some of our constraints are likely to be. It was really down to me when we were missing deadlines or up against a gun in terms of having to deliver.

    Our sponsors of PMI and Agile Alliance would approach me and say: “Hey Mike, where are you at? When do you guys are going to be done? We need to see a new draft.” Or whatever. So my role was fairly light from the coordination perspective because I basically just pushed everything to the team and said: “Hey, here’s where we are at. They are looking for a new draft. What can we cut by the date?”

    Cornelius Fichtner: And Jesse, where were you involved?

    Jesse Fewell: I was one of the other I think there were a total of 7 core team members and my experience was very similar to Mike’s. Mike’s had a lot of that public facing responsibilities. Some of the more administrative things but all of us work in pairs and each pair was responsible for a chapter and then after we finish the chapter, we would rotate where there would be another pair that would review it and then offer feedback and then we would synthesize those different parts of it.

    We also had a couple of face-to-face meetings in person and that’s where everybody had a responsibility to contribute as a group. And then it was fortunate that at our last face-to-face, we had the full team together where we could actually finalize everyone’s opinion. So each person had to write a certain chapter but it was done as a pair. And so each pair will self-organize. Well who would get one part and who would get another part and then another pair would review it afterwards. So that’s what kind of like a day in the life of Agile Practice Guide team member would look like.

    Cornelius Fichtner: How long did it take from start to finish in the project when you first got on board to okay it is now September 6 and it’s out?

    Mike Griffiths: So we started I think in August of 2016 with our kickoff meeting. We basically only had from then until the end of the year to do our writing. So we had from August through December to get the first draft written and then it went out for pair review. So we had 30 Agile practitioners and 30 PMI sort of more traditional project managers review it and provide feedback.

    We expected to get about 1000 comments on it. That’s typical for guide of this length. We get over 3000 comments back so we really scramble to try and sort our way through all of those comments. So the writing period was compressed into a few months. We then had this period of review because that takes awhile and then figuring out what to do with the comments. Because this is a PMI standard, each comment has to be reviewed by at least two people and then we got to either accept it, defer it, or reject it or accept with modification. So we had this to do for over 3000 of these items that came back.

    So a good chunk of our time in the new year before it went for final publication which I think was around April or May time was working our way through those comments. How many of these things can we incorporate? How many of these things should we defer until iteration two and how many of these are just plain perhaps wrong and we should politely say: “Thank you for your comment but we won’t be undertaking this at this time.”

    Cornelius Fichtner: Personal interest last year at the conference in San Diego I believe we were, you had a workshop where people could come in and also provide input. How was that input used in order to develop the guide?

    Above are the first few pages of the transcript. The complete transcript is available to Premium subscribers only. Please subscribe to our Premium Podcast to receive a PDF transcript.


  • Posted on 10 Dec 2017

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    Episode 406: Leading Projects Without Authority (Free)

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    Jeff and Cornelius
    Jeff Kissinger and Cornelius Fichtner

    You've been there, right? You've managed a project where nobody on the team reported to you. But what can a project manager do to succeed other than beg borrow or steal in this situation?

    This interview with Jeff Kissinger (LinkedIn Profile) was recorded at the superb Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois. It is based on his presentation "Leading Without Authority: The Project Manager's Dilemma" and looks at what project managers can do to successfully deliver their projects even in situations where they have little or no authority at all over the people on their project. Here is what Jeff wrote about his presentation:

    Leading project teams without direct authority is a dilemma that many project leaders face. Doing this well is an art. And, like art, it’s often practiced using a mixture of skills, techniques, and tools. Attendees will learn how to identify and resolve authority issues quickly that adversely affect their projects and learn how to lead their project teams successfully without direct authority.

    You can find the Unified Vision Framework discussed in the interview by visiting http://www.pmobrothers.com/.

    Episode Transcript

    Below are the first few pages of the transcript. The complete transcript is available to Premium subscribers only.

    Podcast Introduction

    Male Voice:   In this episode of the Project Management Podcast™, we discover how to lead project teams successfully without direct authority.

    Podcast Interview

    Cornelius Fichtner:   Hello and welcome to the Project Management Podcast™ at www.pm-podcast.com. I am Cornelius Fichtner. We are coming to you live from the superb 2017 PMI Global Conference in Chicago. And with me right now is Jeff Kissinger. Good afternoon, I think it is. Hello Jeff!

    Jeff Kissinger:   Good afternoon. Just turned afternoon. How are you today?

    Cornelius:   I am doing very well. How is everything going for you, so far? I understand this is what—your eighth day in Chicago?

    Jeff:   Yes, it is. I’ve been here since Monday. I was here for the PMI Master Class and I graduated with 34 wonderful people that I can see again soon.

    Cornelius:   Congratulations!

    Jeff:   They’re all over the world. I hope to see them again, if not next year, sooner.

    Cornelius:   Yeah. The Master’s Class is a PMI-sponsored program. I think it takes four years in total, right?     

    Jeff:   Well, it’s one year—they take you, they start you at the LIM. Others at class 2018 started at this LIM that we had—that Leadership Institute Meeting and they had their classes before the LIM and then they have group projects they do and they meet again next year, March or April and then they’ll meet at the next one in Los Angeles for the final classes but they work throughout the year. They’re constantly doing work challenging each other, connecting with each other, learning –it’s intensive. And I really feel grateful I got to go through it.

    I put my information against all these other people who applied for it and I feel fortunate to have been chosen and I can’t stress enough to anybody who’s a PMI chapter leader just volunteering for the first time if they have an opportunity to apply for the Master Class to go for it.

    Cornelius:   How are you enjoying the conference?

    Jeff:   I’m enjoying it. I met a lot of people here that are just very kind, interesting, willing to talk about what they do. That’s amazing when you put a bunch of people who have a lot in common together how much—whether it be commiserating together about things about projects or sharing ideas that I’ve never heard of before but doing this for a while but I can always learn something. It’s wonderful to meet these people and talk about it whether it be at the conference or the LIM or the Master Class.

    Cornelius:   So, the people who are listening to this, they are sitting at home and weren’t here—they’re missing out?  

    Jeff:   Yes, they are.

    Cornelius:   Hear this, listeners—you’re missing out.

    Jeff:   [laughs]  

    Cornelius:   I sincerely hope that many of our listeners are going to consider to come next year. Los Angeles, I believe. 

    Jeff:   Yes, it is.   

    Cornelius:   And it’s going to be just another great conference that we’re going to have there.

    Jeff:   Absolutely.

    Cornelius:   The topic of your presentation is “Leading with Authority: --Without—Oh my God, I can’t even read. It is “Leading Without Authority: The Project Manager’s Dilemma”. There’s always a story behind the title. What’s the story behind this presentation?

    Jeff:   Well, I’ve been involved in Project Management for many years. As a volunteer, I’ve led projects for over 25 years and as an employee whether it be in a commercial or an academic setting, I’ve done it for 17 and in almost every case, I have not had authority—direct authority, but I’ve also worked for people who had authority that had misused it, abused it or they used it well. But knowing that I have to go out there and do—sometimes it seems like the impossible without authority, I know I had to develop influence and I have to drill up skills that I had to learn from people.

    So, it goes back for me 20 years ago. That was 20 years ago this month that my wife broke her foot. She was cleaning something and she fell off the couch and she broke her foot. Now, that may not seem like a big deal or how this even relates but she was earning most of the money in the house and I just graduated from college back in December 1996. I was 28 years old and I never had a real job that didn’t fold the nametag or something like that and I was going up there applying for jobs and trying to get something going on and I finally got a little contracting gig that I was doing.

    It was working out pretty good but it wasn’t making the kind of money she was making because she’s a hair stylist and we’re living in Las Vegas, which is vanity capital of the world. And when you’re a hair stylist, you make decent money. When she broke her foot, she had her foot up for four weeks, she couldn’t work. And we had to depend on my income which really wasn’t enough. Two days later, I got a contract. A pretty big contract because I was doing technical writing, consulting services with another person.

    I went into that project ready. No one to help you —I’m going to make some money but this thing doesn’t come right away, it was just contract money, not 30 net 60 whatever they tried to throw at me. I decided that I’m going to do whatever it takes. I’m going to get this done. And the project manager for this was somebody who was given quite a bit of authority and there was about eight of us on this team. Real smart people, real good people. And we were subcontracted as part of the contractor who was working for Hewlett-Packard. It was during the net server days.

    We went at it but I was given—"Here, take these Lotus notes slides and convert them to PowerPoint slides”. And it wasn’t really easy because they all just disintegrated and I had to reintegrate them together and I did all this and the project manager said, “Ok, we’re getting ready to put our output for the training together. So, he prints off a few of these slides I did—I did 2000 of them. He prints off maybe 20 and he faxes them up to Hewlett-Packard and we all just looked at each other and went: “Oh my God! We’re going to die. This is awful. This isn’t an output. This isn’t what I signed up for!”

    But I had to keep working because I needed to make money. I didn’t feel I wanted to be a part of this at all. This thing had no vision, does have no direction, doesn’t have nothing and we’re going to get beat up. And then this guy, who I’ve known for a while now, brises up out of it and says: “Look, we have a deadline. We got to get this done by January. We have these things I got to get done. Let’s forget about him. Let’s get to work”. So, he gave me very clear direction what he wanted me to do, what he wanted me to write, some website, stuff he wanted me to develop. Other people working on their parts. He organized it all, he did his part and we came in, we delivered on time and got it done.

    He had vision, he had clarity, he had reason, he defined what needed to be done, he got us to agree on what we’re doing, he got us flowing in the right direction and we executed it and we stayed together as a team for a while on other projects. He was really good and that taught me that he didn’t even have any authority. He had no authority on this thing but he was a leader and it taught me that I need to be a leader. I don’t need authority to be a leader and that’s the whole point of the whole talk that I did.

    Cornelius:   So, let’s take a step back. How do you define authority?  

    Jeff:   Authority is having the jurisdiction, the power, the ability to control the granted as managers typically have over reports and to make decisions and to say this is what I get to do and we’re doing it this way. And some people that have authority, when put in the wrong hands, is like a nuclear weapon. They can go out and just ruin people with it. “I told you to do that because that’s the way it’s got to get done. Now go do it”. Micromanagement –an authority like that. Or somebody who has authority but doesn’t use it properly in the sense that they’re too afraid to use it.

    But somebody who is balanced, somebody who is humble, somebody who’s principled, having authority, they use it judiciously, they’re very careful about it, they don’t try to tell people what to do but to show people what to do. They have a clear vision of what it is they need to do. They break things down into small batches and they allow people to have the autonomy to do it as they need to get it done and they lead them through it. They listen to the ideas of others. They tell people that I can’t do this without you. We can’t do this without each other and they bring them in as a team. They create which is essentially a clear flow of information, a clear flow of ability and a clear flow of productivity.

    Cornelius:   You sent me your presentation before the conference here and I printed it out and I looked at the first page and the one thing I was immediately thinking was “Leading Without Authority: The Project Manager’s Dilemma” but wait a minute, purely theoretically, the project manager’s name should be mentioned in the charter so the project manager has the authority—the formal authority.   

    Jeff:   Yes. Well, they do and they don’t. Depending on the organization. I’ll give you an example. I always put the project charter out front. I talk about that right in the beginning of the presentation. One of the ways that I can try to gain authority is by including it in the project charter and also having a sponsor that I work with who trusts me and the people that report on the team also are connected to that sponsor—that makes it easier. But the person who gives me that authority, so to speak, in the project charter, I had them take it back, whether they write it down or not, it depends on what kind of leader they are and the charter, again, it’s provisional, at best.

    It’s not something that I get to take with me. I don’t have direct reports. This person, yeah, they are my team and I’m given this provisional authority but that person reports to somebody else and they’ll do what that other person tells them. But when I can work with somebody and do the things that I talked about in this discussion, they commit to it. Their enthusiasm, what they want to do is attached to the reason why they were doing this. It’s attached to the vision of a project which is attached to the vision of the organization.

    Cornelius:   What are some authority issues that we should look into at the beginning of the project?

    Above are the first few pages of the transcript. The complete transcript is available to Premium subscribers only. Please subscribe to our Premium Podcast to receive a PDF transcript.


  • Posted on 02 Dec 2017

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    Episode 405.2: The PMI-ACP Exam is Changing in 2018 (Free)

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    Alicia Burke
    Alicia Burke, Global Product Manager PMI-ACP

    The Agile Practice Guide was released together with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition in September 2017. As a result the Project Management Institute (PMI)® wil implement a "lexicon update" to the PMI Agile Certified Practitioner (PMI-ACP)® exam om 26 March 2018. This is to ensure that exam lexicon is consistent with the new guide.

    This interview with Alicia Burke (LinkedIn Profile) was not recorded at the grand PMI Global Conference 2017 in Chicago, Illinois because we had scheduling conflicts. So we recorded it via Skype after the Conference. We discuss the how, what, why and when of the changes that are coming to the PMI-ACP exam.

    Although the PMI-ACP is not a test of the Agile Practice Guide, it will become one of the references for the exam. This means that students preparing to take the exam after the change can expect to see lexicon changes and terminology used within the exam to be consistent with the guide. Students planning to take the exam after the change are advised to use PMI-ACP exam prep materials that are updated to the new guide.

    Episode Transcript

    Below are the first few pages of the transcript. The complete transcript is available to Premium subscribers only.

    Podcast Introduction

    Female Voice: In this episode of the Project Management Podcast, you will learn when, how and why the PMI-ACP® Exam is changing in 2018.

    Cornelius Fichtner: Hello and welcome to The Project Management Podcast™ at www.pm-podcast.com. I am Cornelius Fichtner. And I wish that I could say that we are coming to you live from the Grand 2017 PMI Global Conference in Chicago but schedules change and we could not do it there so Alicia and I are doing this interview over Skype.

    Podcast Interview

    Cornelius Fichtner: So with me on the line right now is Alicia Burke from PMI! Hello and welcome!

    Alicia Burke: Hello! Thank you so much for having me.

    Cornelius Fichtner: Yes, we are very glad to have you. We want to talk about the changing PMI-ACP® Exam but let’s first of all turn to you. What is your role within PMI?

    Alicia Burke: Okay! Well I’m a Global Product Manager for our certification team. I work of with three of our certifications so I work with PMI-ACP of course. Also with the Program Management Professional (PgMP)® for Program Managers and PMI Professional in Business Analysis (PMI-PBA)® which is for business analysis.

    I’m really overseeing the strategy of those products making sure that we continue to meet the needs of the practitioners, making sure that we are evolving overtime as the profession evolves and I work closely with our exam development team on the actual, you could say manufacturing of the products as we create the examination.

    Cornelius Fichtner: So the actual question development and the way it will look in the exam room to the people taking the exam?

    Alicia Burke: Yeah, a little bit of all of that. So it’s a really interesting opportunity. I love having so many different aspects of the process and the products that I get to work with.

    Cornelius Fichtner: Alright! Well then, let’s jump into the PMI-ACP® Exam. On what date is the PMI-ACP® Exam changing?

    Alicia Burke: It will be the 26th of March, 2018.

    Cornelius Fichtner: Okay.

    Alicia Burke: So coming up with the end of the first quarter next year.

    Cornelius Fichtner: Yeah and before we go any further, I think it’s good to take a step back to understand PMI processes and publications and how they affect the changing PMI-ACP® Exam. First of all, we have to talk about the PMI-ACP Role Delineation Study.

    Alicia Burke: Yeah, this is something that all of our certification products go through every few years. So for PMI-ACP, we did a Role Delineation Study when the certification leading up into 2011 and we also did another study 2014 and to 2015 where we worked with a task force of Agile experts from different industries and different countries.

    We talked about how has the role of the Agile team evolved. What should be expected to know when they are taking the PMI-ACP® Exam and based on that study and bringing in a lot of independent people to review it and make sure that we are in agreement, we then create a document called the Exam Content Outline and that’s free to the public. It’s on our website www.pmi.org so you can see the content that’s going to be tested on each exam and for PMI-ACP, the one out there is dated December 2014. That one is going to continue to be used in March and next year. So we are not changing the actual content and the concepts that are being tested. Just some terminology and I’m sure we’ll talk a little bit more about that with your next few questions.

    Cornelius Fichtner: Yes, exactly! Well let’s jump right into that. Since you mentioned it, but just one quick note that I think is important: The PMI-ACP Role Delineation Study that’s an internal document. So people don’t have to go looking for that. That’s PMI internal only. Whereas the Exam Content Outline, that’s external and in fact if you are taking the PMI-ACP® Exam, it is from my perspective mandatory reading.

    Alicia Burke: Yes!

    Cornelius Fichtner: Taking the PMI-ACP® Exam without reading this document is like, I don’t know, trying to play pool without understanding the rules of playing pool.

    Alicia Burke: Yes exactly!

    Cornelius Fichtner: Or going into yeah, or entering in American football field with a cricket outfit. It’s not going to work.

    Alicia Burke: Yeah, you’d make it a lot harder for yourself if you aren’t aware of what’s supposed to be covered on the test. So I definitely recommend looking at that as you are studying.

    Cornelius Fichtner: So let’s look at what will change in March. So will any of the prerequisites to become PMI-ACP® certified change?

    Alicia Burke: No! Those will remain the same.

    Cornelius Fichtner: Okay. Will the number of the questions on the exam or the three-hour duration change?

    Alicia Burke: No, no changes there either.

    Cornelius Fichtner: Is the Exam Content Outline changing?

    Alicia Burke: No, definitely not!

    Cornelius Fichtner: So since the Exam Content Outline isn’t changing that also means you are not actually adding or removing any topics to or from the exam right, because the Exam Content Outline says this is what’s going to be on the exam?

    Alicia Burke: Yup, that is correct! So…

    Cornelius Fichtner: Okay so then what exactly is changing that will go into effect in March?

    Alicia Burke: Yeah, this is what we call a lexicon update at PMI. So you’ll see this happen with other certifications as well. But if PMI releases a new standard or practice guide or a new addition of an existing one, we just want to make sure that the terminology we use is harmonized between that new publication and the exam questions. We don’t want to confuse people by referring to the same concept with different terms. So we’re really just having subject matter experts who are PMI-ACP® credential holders who have read the Agile Practice Guide and they are taking a look at all the exam questions and just making tweaks to vocabulary if they need to do that.

    Cornelius Fichtner: Yes and just to know, make it absolutely clear the reason why you are doing that lexicon update is in September, A Guide to the Project Management Body of Knowledge (PMBOK)® Guide Sixth Edition was published together with the new Agile Practice Guide and the terminology used in the Agile Practice Guide is now going to be applied to the PMI-ACP® Exam.

    Alicia Burke: Exactly! Exactly right, yeah!

    Cornelius Fichtner: Okay. So while we’re talking about the Agile Practice Guide, let’s look at reference materials. I recently spoke to your colleagues, Simona Fallavollita about the changes that are coming to the Project Management Professional (PMP)® Exam and specifically, we discussed that the PMBOK® Guide Sixth Edition is the primary reference for the future that Project Management Professional (PMP)® Exam candidates have to know. So they have to read the PMBOK® Guide because the PMP® Exam references the PMBOK® Guide, let’s review some possible PMI-ACP reference here. There is a list on the PMI website with 12 reference books. Is that list still valid?

    Alicia Burke: Yes! That list is still valid but starting in March, we will add the Agile Practice Guide to the list. We’ll have 13 on the list for you.

    Cornelius Fichtner: Good number!

    Alicia Burke: Yes!

    Cornelius Fichtner: Good, lucky number! There exactly! So how then would you say, what is a student to do: Read everything? Read parts of everything? With the PMBOK® Guide it’s relatively easy. You can pick up one book and study that. For the PMI-ACP® Exam, how does that work?

    Above are the first few pages of the transcript. The complete transcript is available to Premium subscribers only. Please subscribe to our Premium Podcast to receive a PDF transcript.


  • Posted on 24 Nov 2017

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    Episode 405.1: The PMP Exam is Changing in 2018 (Free)

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    Project Management Professional (PMP)® Training on your mobile device:
    The PM PrepCast for the PMP Exam

    Simona and Cornelius
    Simona Fallavollita and Cornelius Fichtner

    The exam for the Project Management Professional (PMP)® certification is driven by current practices in the profession. Because project management is evolving, so is the PMP exam. As a result of the release of the A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition in September 2017, the PMP exam will change on 26 March 2018. This is to ensure that exam content is consistent with the guide.

    This interview with Simona Fallavollita (LinkedIn Profile) was recorded at the magnificient Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois. We discuss the how, what, why and when of the changes that are coming to the PMP exam.

    Although the PMP is not a test of the PMBOK® Guide, it is one of the primary references for the exam. This means that students preparing to take the exam after the change can expect to see lexicon changes and terminology used within the exam as well as harmonization of process groups, tools, and techniques. Students planning to take the exam after the change are advised to use PMP Training materials that are updated to the new guide.

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  • Posted on 18 Nov 2017

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