Communicate with Clarity | Stakeholder Management

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All us will agree to the need for greater clarity in communication – be it any form, verbal, or written. We say a lot and really don't mean anything much.

Conflicts arise mainly due to poor communication. When words are minced, message loses its meaning. Basically, we failed to make sense, and probably never realized.  Confusion is otherwise called as noise.

Let’s look into some real-time scenarios:

Despite a set agenda, meetings, at times, drag for hours not deliberating the issues tabled, rather a stray thought entertained finds resonance with someone seated and soon the discussion veers off in a direction that’s tangential. When the meeting is concluded, everyone leaves learning a lesson not to get distracted but fall into the same trap that was supposed to be safeguarded.

Likewise, a client call to collect requirements goes into an infinite loop of ‘back and forth’.  Why? Either the message is not clear or the stakeholders are not in the same page for the lack of understanding. It’s as if the conversation is taking place in a language that the attendees in the call are absolutely clueless. This, when Language is no longer a limitation can be so ironical.

Or, the instance when a simple mail intended to communicate a message can be so misleading.

So, how do you bring clarity in communication?

You don’t have to be poetic. Just be precise.

There is no need to compose an essay. A 2-liner will be enough if the message can be conveyed.

Be verbal, not verbose. Compose crisp concise message using shorter sentences.

The second paragraph is this post itself is typical disclaimer as to ‘how not to write’. Rather, simplify. Make it easier for the reader to understand. It should not be a test on IQ.  Is your message easy to understand? Assess the easiness. If yes, post. If not, rewrite.

Clarity means simplicity. We often confuse that word as a business jargon. The challenge today that 'you might be possess the knowledge of a professor' but can you explain in a way that a third-grade kid can understand?

There should not be any confusion at all; nor the need to refer the dictionary. Prose that is plain yet elegant; correct in its context brings out greater clarity in communication.

It can be challenging. So is clarity in communication. 

Steven Covey’s Management Matrix on Urgent and Important.

This blog is part of the  Steven Covey’s Management Matrix on Urgent and Important.

Quadrant 2 has been highlighted here as we know that its been recommended that when we spent more than 80% of our time on this quadrant indicates that we are self-organized people/team.

What does it require to get us there?

·         Priority of the Tasks/Activities. We tend spend our time on trivial and insignificant activities. This happens when the priority and criticality of the work/tasks is unknown.

·         Well defined plan. One should know when each task needs to be delivered and what exactly to be delivered and how much effort is required to deliver the same. When a resource what needs to be done and by when, it makes management more organized and also meet deadlines and deliverables.

Blockers which could potential reasons for not being in Quadrant 2?

·         People – Behavioral. (important to get the team’s buy-in in any mission. Also avoid unnecessary distractions. Inculcate self-discipline and accountability for the hours spent. Otherwise your burn rate can bring down the work.)

·         Lack of Tools

When people are not equipped with lack of tools or system for them to be organized that could potentially lead them towards other Quadrants

·         Vision/Objective – Person or Program or Project

Whether its individual or Program/Project, one should have mission/vision on short term or long term which will help them to drive through the path(which is intermediate milestones) which helps people to plan their schedule well ahead

How PMP can help to bring the team or Program move to Quadrant #2?

·         Clear plan with detailed schedule/effort

Even the tasks of Quadrant #1 (Urgent & Important) can be managed with Proper communication management.

2.       

The Cost of Employee Engagement – may be a lunch | HR Management

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(an account by one of our staff)

Personal stories really connect.

One of the employees seeking a day off met the HR for sanction. When queried for the reason, the employee responded “wedding anniversary”. Offering her congratulations, the HR requested for 5 minutes time. And then came around ‘where would you want to take your wife out tomorrow?”

The puzzled employee was taken aback by surprise and blurted “we don’t have any such plans. Just spend time together.”

The HR persisted “will it be lunch or dinner? How about candlelight dinner?”

Still in a daze, the employee politely declined the offer and thanked her thoughtfulness.

“I am not sponsoring. It’s the company’s gift. Why don’t you call your wife and let me know.”

“Thanks. Then we would prefer lunch.”

“Where exactly do you stay? I mean, your residential address.” The HR made careful note and sought another 10 minutes.

“A table for two booked tomorrow. The venue details messaged to you. Congratulations and hope you guys enjoy the lunch.” She greeted and parted.

Reaching home, the employee shared the ‘luncheon’ with his spouse, who smiled “hey, that’s really nice. Which place?”

“I don’t know but HR will message the venue.” And checked his phone. It was some name not that familiar “at least we can check it out and hope the food tastes good.”

When the couple showed up at the place, they were taken in by surprise. It was not some non-descript restaurant  as expected but star hotel. He would recollect “we were treated royally from the valet to the manager. First time I have ever been to a hotel like that and of course, it was quite an expensive lunch.”

His wife was intrigued and unspeakably impressed “never expected it to be so grand. How come we never heard and that too within our vicinity.” The employee understood why the HR took pain to know about the address. The drive was less than 3 miles and the food fabulous. And the place close – unthinkable, even for a wedding anniversary lunch.

Over that ‘umpteen’ course lunch, someone always waiting upon and filling the plate with something to munch, it was an amazing experience. Over ‘chow’ time, the wife queried “why this place? And why you? Do they do it for all the staff?”

"I dont know. First time for me." responded the employee lost in thoughts.

It was difficult a choice – which was more sweet? The dessert or the company’s decision.

“You know what, you must stay here. Even the place I work could think of something as ‘personal’ like this lunch, “ stressed the wife and surprised employee looked up “you mean, they just bought my loyalty for this table full of food?”

“It’s not the food or star-studded hotel. It is how they treat you. The kind of personal touch that makes you feel truly special. Respect. It gives a sense of belonging. Come to think of it, why didn’t my company surprise me with such an invite? Because, the personal connect probably missed the preoccupied minds. I am planning to offer the same to my team. Your company left an indelible mark and I am going to remember this lunch for a long time. Terrific HR. I am amazed. Seriously. “ that was an awesome toast.

She is right. Respect. You can’t buy anyone with a buffet. Commitment is a call within and how you a strike a chord matters. The company’ thoughtfulness in celebrating an employee’s milestone ‘measured in full’ their worthiness.

Excellence is to do a common thing in an uncommon way. Booker T. Washington

PMP® - One of The Possible Pitfalls is ‘Procrastination’ | Project Management

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Many talented professionals who are capable of cracking the PMP® exam at their first attempt fail to do so for a number of reasons ranging from domestic to demand of the day. But the most common amongst the reasons attributed is ‘Procrastination’.

“No Time” is the often heard refrain. Whether they develop cold feet or deeply immersed in their work to take shift their attention, the PMP Exam is given a pass and pushed to another day.

Some of the professionals interviewed cited reasons that might sound unbelievable, but then that’s their version. We have listed some for your reference as a precautionary note not to delay or defer in taking up the exam. Every single day you lose is something lost forever. On case your mind is set in appearing for the exam and obstacles of any kind can appear as stumbling blocks, you still can overcome the odds and not use or search for excuses.

Here are some reasons listed for Procrastination:

“It’s too tough” - of course, it’s tough. PMP® actually moderates from average to tough and calls for dedicated study and determined efforts. The view from the top is terrific but you got to toil to get to the top.

“I AM BUSY. I don’t have time” – No one has the time to spare. Try checking with anyone and a volley of reasons backed with rationale will be thrown in return. MAKE TIME. You can always apportion time. You really don’t consume all the 24 hours. So late nights, early mornings, and of obviously, the weekend is all yours to prepare for PMP. We do find time to make ourselves free for occasions and get-together by freeing up bandwidth. Studies are a struggle since childhood and in adulthood with more responsibilities sagging the shoulder, and hence it’s no easy feat to sit and burn the midnight oil. ‘Nothing great was ever accomplished without making sacrifices.’

“The Job Pressure is too much” – agreed. We all have gone through the grind and it’s difficult to focus when your mind is constantly analysing multiple scenarios and multitasking. Despite the pressure, can you rise up to meet the challenge? Determination. When the traffic too much, do you just reverse the vehicle and go back home or maneuver to find way to office? Studying despite the hardships is likewise. Most succeed because they are determined.

“May be next month” – the worst excuse. If something is to be done, better do it immediately. Tomorrow never comes, so how will next month? We only avoid accepting to spell the truth and instead pretend using the pretext of ‘another day’.  As it is written, ‘If we wait until we are ready, we will be waiting for the rest of our lives’.

“I am not good enough” – that’s accepting defeat even before the fight. How would you know unless you attempted. So, all those appear for the PMP exam pass? There are no failures? Wrong. Even those failed should be applauded for their audacity to make an attempt, and failure will push them further to fare better. So long you qualify with the prerequisites set by PMI®, you are as good as any applicant. Just that you are poor on confidence. Build self-confidence and go for it. You will emerge triumphant.

The reasons to slow you down or stop may be innumerable. Bear in mind that it’s the strong that survives and succeeds. SO DO IT NOW.

“Its not the mountains we conquer, but ourselves.” – Edmund Hillary

PMP® - Did You Know About the Demand? | Project Management

Did you know the rise of the demand for qualified project managers? 12%*

Did you know   number of jobs expected to be created in the global industries  like  IT,  BFSI, Manufacturing, Oil and Gas, Construction?  It’s about 15 million jobs.*

Did you know the median salary of a project manager in the U.S? $108,000*

Did you know how much more a PMP credential holder earns? 16% more*

Did you know the number of number of PMP credential holders at the beginning of 2014? 600,000   (723,067 as of May 2016.)*

* The data presented about is sourced from PMI’s Industry Forecast – “Project Management between 2010+2020”, March 2013.

So it is interesting to note that the PMP certification has not lost its sheen. If anything, things are brighter for the PMP holder who commands immense respect in the market. The syllabus after Jan 11, 2016 has been upgraded and the exam is tougher than before , thus clearing the certification is  matter of pride and prestigious as well. As a certified professional you are an inch taller, and for sure head over shoulder amongst your peers, who are uncertified.

There are some impressive infographics about project management – in terms of need, importance, growth and salary

Source:

PMI’s Pulse  of the Profession: The High Cost of Low Profession 2014’

PMI’s project Management Talent Gap Report 2013

Payscale.com

PwC’s Insights and Trends: Current Portfolio, Programme and Project Management Practices’

The trends forecast job-openings all over the map and the salary structure seems to be growing in pyramid. But the most important insight from the infographics is the 'losing of 109 Million Dollars for every Billion spent on Projects and Programs'.

You can  create a difference. Do you want to do PMP and imprint your own footprint? 

What are you waiting for? Do it Now!

LEARN While you EARN | Professional Certification

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Haven’t we read that before? Yes, but it never hurts to read once again. How many times you would have watched the movie Godfather and still not enough!

Much has been written about. So let’s look from a personal experience as narrated.

The person, a close confidante of the author of this article, is today serving as Vice-President in a prestigious firm.

“If I were to begin all over again, I wouldn’t have accepted the offer made by the MNC. Instead I would choose a startup.” I didn’t interrupt and it turned out to be a monologue.

“When I joined the company, everything that existed was set carefully in place and played on. My addition in the workforce was to execute the delegated task. The productivity, I must say, was amazing - machine-like efficiency. No doubt. The system was great. No complaints – whatsoever. It was indeed a privilege, and needless to mention, the pay, perks all the way to the pantry was fascinating. Somehow I sensed despite having everything, something was missing. I must have really done well at work, as I was never appraised less than ‘beyond expectation’. So I was pretty good in getting the job done and very confident about myself overall. That said, the feeling of confined and compartmentalized was overwhelming – even though I enjoyed complete freedom with a caveat:  the canvas was neatly dotted for the boundary as if to inform ‘within the territory’. Ah! No trespassing allowed. 

Absorbed in my work, and moved ahead in my career as rank and file, I missed out on learning existing technology, being content by staying on the surface or at the most scratching. Never dived deep. Never explored what lies beneath. Because it wasn’t necessary then. We focused on what needs to get the job done. Even some overzealous attempt or any initiatives will be stricken with 'stick to the specific tasks please'.

Learn First’

Today is a different story altogether. Students brimming with ideas either set up something on their own or settle for a start-up.  Money is not the motivation – may be they have back-up or supportive sponsors in their parents. Whatever, but they listen to their instincts – something I didn’t, and always investing in knowledge capital by enrolling for this program or that certification. So for them it’s ‘Learn First’. Their smirk is almost infectious when looking at your eyes to say “today I am after you guys, but tomorrow evaluating my net worth in knowledge capital, you guys will be chasing me. As such they are not broke or chewing their nails all the way to the finger bones figuring about the next meal. No, they are planning to upstage one another or usher in a revolution. It’s their fierce competitive spirit and dare to do the unthinkable. Fear doesn’t seem frighten them at all, and their risk appetite simply amazes me. 

Deep Pockets or Schools of Learning

MNCs are flush with funds and can hence afford to shop for talent. Also they hire 'dedicated' resource, meaning hire made exclusively to execute a set of tasks that calls for a particular skill set. All of my career, I would worn one hat that probably grew up in size. A Project Manager will have PMO to shift some of the responsibility attended by delegation and supervision. That’s a luxury in a start-up. 

Startups are cash strapped. Don’t be surprised even if basic amenities are lacking. If you get back to the industrial jargon of 'Job Rotation' which had every worker engaging in all the activities to get hands-on and dependence of any particular employee is cut down , but then it had its cons as you can’t become an 'expert' by doing all chores. So it boiled down to Jack of all trades or Master of one. 

In software, especially startup, you actually don many hats. It’s common to come across a Project manager who is also the Business Analyst, Customer Interface, Test Manager, and some even roll up their sleeves and code. That’s versatility. The ability to take up any position and perform. The pay may not be that glossy but the returns are measured in knowledge acquisition.  One gains a toe-hold initially and working on different subjects provides a foot-hold. You can see them dress-up their resume with an array of certifications. From my experience switching from one lane isn’t that easy. A Microsoft player will find it difficult to migrate to opens-source languages, whereas a proficient Java programmer with some effort can soon dirty fingers in php, perl or python with little time spent on transition - because the need of the hour is immediate leaving not much time for learning. Some professionals actually learn 'on the go'. It’s a matter of perform or perish, and to keep the head above water they just do what needs to be done. So multifaceted is the word.

Certifications really count.

Once they are groomed and gained enough ground, then it’s time for making money. The logic offered is ' at the start of the career, expenses are for basic needs and there is enough time to study the trends and shape yourself. But once you get into married life, there are more responsibilities besides the expenses.'

So to start, I prefer startup to reinforce your learning. Learn as much as you can. With passage of time, and the need of the hour to settle domestically, marriage and family, money, of course matters. Then on employment and education must go hand-in-hand. That’s the mantra.

I have all that figured out in hindsight and though i can reset the time, I do pass as tips to those who seek my advice. Learn and keep learning. Certifications really count. Had I earned a PMP® certification, the monetary incentives aside, the in-depth study of the subjects has been deprived. I still find myself shallow in terms of learning and understanding, and enrolling for such professional certifications could have altered the landscapes completely. 

The capital gains from learning are just great for not only you benefits but create so many beneficiaries. There are no walls or boundaries.  The canvas is theirs to occupy. Guess that’s the defining moment and even the differing aspect when I relate the past to the present. “

Well said.

Marketing – Traditional Touch to Technology Transformation | Digital Marketing

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With the advent of internet originality became the first casualty? it might be contested, even disputed, but difficult to dismiss.

Lets look at the brighter side – which is broadening. Internet ignited the creativity in a way as no other force before. Check out the innovations and the improvisation.

Consequently marketing and promotion are also undergoing radical changes. Now direct marketing is addressed as ‘organic’ and referral leads as ‘inorganic’. The online presence used to complement’ brick and mortar’ or structural outlets. There are shops set up exclusively online with no ‘offline’ presence, meaning there is no shop or outlet to purchase. The only way is ‘shop online’.  Of course, the fly-by-night operators might still exists, credibility counts. Integrity is at stake and also offered the best collateral to the customer. Customer comments or complaints can make or mar business. Reviews are treated respectfully

When and where did the diversion happen?

It would be interesting to note that the introduction and adaptation of plastic money was the game changer. This was even before Google became a  juggernaut. But people stuck to traditional and conventional mode of shopping. The online ‘effect’ at its infancy didn’t promise much given the inexperience of the customer compounded with the insecurity. Online shopping was provided more ‘as a service’ initially as compared to the fast growing present day eCommerce, which is proving to be indispensable.

Why the surge in online shopping? Anecdotal Narration.  

Today, the customer is spoilt for choices, and there are more areas and avenues opening. Competition always favors the customer. To generate traffic to the website, companies go all out …when we take pride in ‘eye for details’,  marketing is driven on this paradigm of publishing details that will grab your attention – whichever way that will direct you to the company’s products or services or both. So you can avail by landing on the company’s home page or led from other sites by means of advertisement, usually stunning banners or striking slogans.

An executive in our workforce applied for an unplanned leave. Surprised by the move, and all the more intrigued, the team queried “what happened?”

“I am taking a vacation.”

That’s like snow in summer. Thrilled, the team pushed “but then it seems unplanned?”

“well”, said the executive “my wife just spotted this awesome offer of plane tickets  that covers the hotel accommodation as well.  The price is like a steal. Incredible. So we decided to jump on it and just booked the tickets. “

“which website?”

“its some advertisement that came upon while she was surfing for shopping. The travel portal is reliable and we checked the review comments and also visited the carrier’s home page but the discount offered wasn’t direct. The offer is valid when you book from the travel portal only.”

He had the team's undivided attention now.

“The carrier might be a no-frill carrier offering dirt cheap prices but numbers of visitors are comparably less to their website and hence, they smartly advertised in a portal where traffic is heavy and also tied up with hotels. If not now, then when? Can’t wait till the next one rolls out. So we decided to go for it. Time is money, in fact, that is the premium. So seize the moment. Make the most of the deal.”

The offer is open to all, but not all can cash in the opportunity, and those could, they really would. It’s not serendipity but some smart marketing manoeuvring. Organic or inorganic, the sale was closed. Mission accomplished.

We will cover more about Digital Marketing in subsequent posting. Stay tuned.

How to Prevent Scope Creep | Scope Management

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Continuing from our previous post of containing creep, we have listed 10 pointers as useful reference to amplify your project management skills. Scope Creep management is primarily handled by a PM and hence it’s a fair expectation to observe the call taken to neutralize creep. Scope Creep is a way of practical life, and hence one can, at best, contain and thereby control. 

Team management must ensure some overzealous team member overstepping in reach by getting in touch with the customer, who might influence changes that might sound simple like ‘bells and whistles’, and also the peril of Gold Plating –whereby “After having met the requirements, the developer works on further enhancing the product, thinking the customer will be delighted to see additional or more polished features, rather than what was asked for or expected.”

Get the requirements clear

Sometimes, it might be iterative but unless all the stakeholders involved are the in same page, especially the client and vendor an converse in the same language and understand one another, closing all possible gaps, and if possible walk-through the requirements once again. It might burn some bandwidth but it will be worth it.

Pay attention to the detail

From the first piece of code written to a single line drawn in the wireframe, make sure everything is as per agreed terms and within scope.  From experience, it may be noted that design and development inexplicable makes way for creep. So ensure that a sign-off is sought on design aspects, and read the requirement document again before commencing coding

Divide the requirement into small logical parts

Smaller projects have a much greater chance of success, so smart PMs do a work-break-down in creating sub-tasks so that the effort estimated and actual; spent can be controlled better. It is always easy to divide the requirements into small logical parts and assign the corresponding effort against it.

 Identify priorities

You will need to decide on the scheduling as to which will go first followed by or will there concurrent tasks. And identify the deliverable and break the deliverable into actual work. In case of larger project, it might mandate upgrades which need to be factored for effort and hence breakdown of deliverable helps.

Plan for Prototype

When the requirement/solution is not clear, plan for Prototype/Spike User Story before finalize the scope

Understand the requirement

Reverse Understanding/document for the Customer to ensure that requirement/expectation is well captured

Capture revision/changes

Have clear understanding on implication of the revision/changes in the requirement and document the agreement

Change Control Board

Make sure there is a Change Control Board in place  to track any deviations from the accepted and scoped requirements. Changes, if any, need ti be recorded, communicated to client for confirmation and only upon their explicit the changes can be accommodated, that too at a timeline best suited to the project interest. Bottom line, it’s out of scope which becomes a part of development through Change Request.

Present the impact Analysis in detail

When there is request for Scope Change, Present the impact Analysis in detail as Technical or Design Impact on effort and Cost, especially through rework and lost effort

Study Intangible impact

 i.     Moral of the team

 ii.    Trust factor with the Customer

In any case, the Scope Change has to be treated as Change Request. Regular review meeting with Customer on Progress Status Vs Plan should be conducted to eliminate creep as much as possible.

Scope Creep - But Why Always | Project Management

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This is not some fictitious account but facts presented in the form of a case study. A project in the construction industry with a budget of $10 Million was overshot by 20%. One might wonder what would be the margin then, clearly marking the bottom-line in red.

Root of the problem

When the builder was questioned about the glaring rise in the overheads, that went way over the budget, "it cannot be reported as scope creep though it turned out eventually." Haven’t we heard that before? “Yes, we have. And before you ask, this is not my first project. I am an experienced hand and I speak from personal experience, and that’s why 20 percent might sound whopping to you, is inevitable to me.  You speak about creep, like a leaky water pipe.  Then imagine in a massive water plant, one spot in a particular pipe will call for a complete overhaul of the plumbing unit. Don’t assume there is a quick fix like some adhesive pasted to block the leak. That’s a layman’s understanding. What actually takes place is more complex and cumbersome. Assuming, this took away a major chunk of the work from completion, you are looking at lapse in work which translated in hours and converted in dollars and cents can lead to sever deficit financially diminishing the returns. So to identify the root cause can prove painfully expensive.

The lesson learned, amongst many, can be the plumbing factor – which we naturally pay more attention and extra-cautious in the next undertaking. Then unbeknown, in the next project there will be some other issue out of the blue – it can be a wiring issue, for all you know.

Forces beyond

Risk is inherent. No doubt about it. But the nature of risk? How about a team member falling sick? Or the work done by someone isn’t thoroughly checked and impacts the development made so far? Or natural calamity or a strike? These don’t constitute creep but do attribute to scope creep one way or the other. Assuming a team member falls sick and the deadline has to be met. Sometimes, driven by deadline pressure or closure on dependency, one tends to crosscut and aim for closure. There are some risks to be taken, which may not impact short-terms but make you pay with grave consequences in the long run. Well, that again is a risk. So creep need not necessarily be direct, straight and said forth.

Creep is not something that can be defined or confined to a particular category. At best it can be contained is not clichéd. Objectively assessing, that’s reality because every project closure will script its own ‘lessons learned’ and yet we observe failings in some form. Incredibly, some repeated; it may not be intentional or ignorant but things that’s possible to be overlooked as trivia can prove to be a thorn and troublesome.

To wrap it up, we would want every lesson learnt to be put into use after all what is knowledge without application. Furthermore, the client’s expectation of earning more for every penny needs to be professionally managed. Expect the customer to come up with last minute surprises, that is strictly out of scope but then you can’t say ‘no’ not wanting to offend. Hence one should draw the line somewhere without hurting either party involved. It’s a thin line that calls for a fine act. We don’t want scope creep – it just self-invites. That’s scope creep. I just gave you a long-winded definition."

Scope Creep Inevitable?

Inevitable? So there is no way out? There are ways to mitigate but Scope Creep control has everything to do with you.  We started with why is there scope creep always.  And also, we stated categorically that creep can be contained.

How do you contain scope creep? We will discuss the ways in our next posting. Meanwhile, if you have any ideas, suggestions, theories, or experience, please do share and educate our users.

Get PMP® Certified – You Just Get Better | Project Management

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We were classmates since kindergarten.  And hung around together. Its our individual pursuits that led us into different league – and today as working adults we catch up good old times and reminisce about the days of yore. He is a seasoned professional, and the very title of ‘Director’ made me size him up and down. As small talk whittled and we started discussing professional journeys embarked, certain details shared with me were just startling.

He is employed in a fortune 500 company, and has a dedicated recruiting team. For reasons known best to him, the discourse focused on the frustration of a recruiter. Now that beats me!! With the talent in the market, it must be a breeze in the park to shop – in fact, ‘pick and choose’.  “Far from it. Reality is grim my friend. I give a mandate to the recruiter team and from the heap of resume they receive, and after vetting with due diligence, I only get to pick 30. A number I set for myself so that the scrutiny is really stiff”. Engrossed, I didn’t realize the tea was getting cold but questioned “what’s the pain point?”

“It’s the fitment. The candidate must be primarily from our domain to be completely conversant, independently handle client, responsible for end-to-end to project implementation, and toss in portfolio management….” And I was muttering “be ready to go to moon or mars in a days’ notice”, but he completes “and the candidate must be PMP^® certified.”

Phew!!  Is that all?

He smiled “I was just warming up not wanting to ruin your evening with the professional banter. Its a tough world. I will fill you more about it later. Let’s order some snack and grind good old things.”

It was an evening celebrating old times and as we parted with a promise to catch at least whenever time permits without a timeline, I took leave with the requirements he listed as ‘Job Description’ resonating in me like the clanging cymbal. Just couldn’t miss and kept playing again and again. Though he kept PMP^®  certification to the last, it was very apparent that without PMP^®  the candidate wouldn’t even be considered. The resume cast away as one among the many who couldn’t make it despite the experience bereft the PMP^® certification.

By now, every aspirant or practicing professional knows what really makes the cut above the crew – PMP^®  certification. 

PMP^® plays a pivotal role in marketing your profile. It matters much a how can grab the eyeballs and retain the attention. PMP is more than a selling point. When complemented well, it will be a slam-dunk.

PMP^® Certification holders are largely presumed to be conversant with the subject matter because of the stiff eligibility criteria, random audits and the tough exam wherein passing at the first attempt is deemed a major accomplishment.

PMP^® proves you are a qualified professional and hence eligible to be counted as a prospect to lead projects and groomed to take up larger roles and responsibilities

PMP^® provides job opportunities that are terrific because the number of certified PMPs is just a small number and hence you are in great demand

You get to work in challenging projects by virtue of the certification as it is a testimony to your education, experience and expertise.

It broadens your horizons given that PMP is globally acknowledged and instantly recognized. With every engagement, you strengthen your skills and upgrade your learning.

  

Specialize in a particular domain or expand out further depending on your appetite and areas of interest. Consequently, you speak different industry, or geography and can speaks many languages professionally – not just the vernacular but also technical.

PMP^® benefits your employers who are keen about their ROI with an eye on the bottom-line. Remember, you are a true asset to your employer as you enable the company to complete the project within time and cost, of course leading a team and as a team player. These attributes of team player and team spirit is implicit and that’s why the intent in the first place to hire.

PMP^® pays. Check your earning and see your salary soar. PMP^® certified professionals command a distinctive lead that’s difficult to catch up in terms of salary. Easily a PMP certified professionals earns 20 % more than a no-certified.

The truth is much more than that parting line. Check the report from Payscale 2016 about PMP salary average.

 

PMP certification holders earn 20 percent more than their non-certified peers according to Earning Power: Project Management Salary Survey, Ninth Edition. – source: https://www.pmi.org/certifications/types/project-management-pmp

Now that you are become a part of the exclusive global community of PMP^® holders, the future is all yours. Steer your way through and chart your own course.