DOES CERTIFICATION STILL COUNT?

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More often parroted of any other virtues and clichéd by now, the strength and success behind every organization is always attributed to its assets – human assets. And corporate capitalize on their human capital. It’s only a natural corollary in terms of objectives and accomplishment for every organization to get its recruitment process right. Skill and strength go together.  Given the backdrop does Certification count? We will come to it soon….

‘ whatever carried you this far won’t take you no forward’ – is well worn by now but that’s the truth of the matter. Someone who wish to be employed or already employed needs to hone skills; keep sharpening the axe and as much a software is updated with frequent release, the software professional  is expected to shop for more soft skills. Technical competence is the cornerstone on which the career is built. Scenarios wherein recruitment would routinely involve the rigor of clearing an online test was ensured without refrain. ‘Online’ exams which came free, without cost was clearly the challenge in the candidature being shortlisted for the successive round. Certification from a reputed governing body  was a clear indicator  about caliber and still some selection process did involve sitting for an unscheduled test. Didn’t Certification count? 

Present times poses perplexing pathways to steer past peers without nudging or edging but succeed through outshining others in advancing one’s own career path. Could be chaotic and would it send alarm bells rings given the competitive spirit of the market? Education is paid its due respect; experience is rewarded but  the proof of the pudding about your expertise and experience can be coalesced in certification. Let’s elaborate: a PMP certified professional stands for someone with stipulated education and substantiated experience without which the eligibility criteria will fall short.  Certification is met with instant recognition. Still second thoughts about certification? Yes and No.

We will help you cast your doubts aside. Will your mentioning about your competency on a piece of paper and pass as Resume advance as compared to an Accredited Governing Body attesting your proficiency as a ‘professional’. Certificate, too, is a piece of paper – with a difference. Incredible difference. It’s all about recognition and reward follows. Not the other way around.  Yes, there is the acid test one must endure to prove proficiency and experience is baptism by fire.  As a prelude to the final performance, we at ICert conduct  online exams for you to self-assess your standing, and if you successfully pass our exam then a Certificate is awarded in your name recording the grade as well.  http://www.icertglobal.com/free-resource.php  Try cracking the exam. And check for yourself the ‘value-add’ of our certification. The results will speak for itself. While you are at it, we at iCert wish you the very best in your endeavors.

Get Certified; Get Recognized.

The year that was……and the year that will be….

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When the clock chimed 12, and crackers burst open ushering the new year , greetings galore and goodies strewn around, it was a moment to reflect about the past and look right ahead with renewed hope.  How did we fare in 2015 and what’s the forecast for 2016? This probably is deliberation of many a minds both from a personal and professional perspective. 

2015 witnessed some great happenings which will make a geek beam with pride – gadgets, gizmos, apps and what not. India observed with heightened expectation the numerous startups, the growing number of entrepreneurs, the surpassing rise in technology as never was the adage ‘happening today, history tomorrow’ proved so plausible. And in all these, the overriding factor and dire demand proved to be the digital presence and exceptional soft skills. Just as we are increasingly online and extremely mobile, the medium and means have changed dramatically.

As much as technology is becoming the key differentiator, technologists are the game-changers. 2015 was more about delivering technology at doorstep. Brick and mortar gave way to online offerings and our niche product offerings to professionals saw a surge in Live Virtual Class and e-Learning with corporate accounts in our clientele. In all it was a successful year, having posted results close to the projections. So the ride was bumpy sometimes and smooth as well. 

Farewell 2015.

The road ahead is full of opportunities if one knows how to count and capitalize. There is going to be exciting and engaging times . ‘Education never ends’ – it’s for a lifetime.  Knowledge is the key and Technology-enabled services will be the touchstone.

Today there is a surplus in headcount if supply is anything to go by, but do they really meet the demand? That’s a million-dollar question. There is indeed a growing gap – from both the employers and employees standpoint. The fitment is really a hard-find. Hence, grooming the greatest asset – human capital – is the critical need as exponential growth in technological developments makes it mandate to embrace existing and emerging technologies.

It’s the innovation in serving the  digital experience that holds the key to unlock the fortune.  More than reaching out to the customer, much will rest on customizing.  The blended training is a tested approach and going forward we need to try other practices with technology leading from the front. We will have to rejig our offering by stacking with latest learning and impart to the niche segment.  The focus will be on Big Data, Cloud Computing,  Digital Marketing, SalesForce and list is expected to grow. 

2016 – Welcome!

Project Manager - are they really required?!

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What if, there is no Project Manager for the project?

At times, people often ponder 'why do we need Project Manager as they neither code nor do QA validation and their effort is of no use to the delivery'. Assume there is a team of 10 in which 6 are developers and 3 QA engineers and 1 Development Lead and all are exceptionally good technically and functionally.  They are all aware how to efficiently code and of course all QA engineers are experts in Automation. So in that case do you think we need Project Manager to handle the project? 

The point is, rather than getting into a debate on whether we need Project Manager,  its worth discussing on whether people in the team can take care of required project management activities.

In general Project Manager is related to Captain for the Project which means he/she has clear vision & direction for the project. One should know the objective of the project, and who are the primary stakeholders and secondary stakeholders; When we should reach where (Milestone details with target dates) and its dependencies and its owners.

Another focus area will be communication. Communicating right things to right people and at right time - which includes Risk Management (Dependencies, Issues, & Risks) tracking with right people at right time apart from the Status reporting.

When we mention status reporting, people at times think status of the project deliverable, though this is one aspect of the status reporting, but  more than that project status should get the visibility on Planned Budget/Effort/Project Scope Vs Spent Amount/Spent Effort/Delivered Scope. 

This in turn fixes the spotlights on the entity called Project Manager to get the visibility of high level and detailed level also to the respective stake holder. People in the top hierarchy should get the  visibility on Budget Spent Vs Ready Scope. The crew might be exceptionally competent in their sphere of work but beyond the call of work is an unfair expectation as it might hamper productivity and thats why and when a Project Manager is pressed into service.

In nutshell, Project Manager helps to get predictability of the project all times with relevant information to the relevant stake holders….

Agile complements traditional project management? - but how?!

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Agile doesn’t trade places with traditional project management which is centered around water-fall methodology. Hence Agile doesn’t counter against PMI®, long known for its project management credentials through PMP, rather it complements… Let’s get the insight on why do we recommend Agile. It is to be noted that PMI features PMI-ACP® as one of its flagship certification which is fast gaining grounds, if the traction is any indicator. We are one of the leading lights in knowledge and certification of PMI-ACP® and regularly conduct training and workshops on key locations around the globe.  Let’s move on to the narrative.

Cost/Schedule Creep…

Agile talks about how we can be adaptive for changes for the projects which doesn’t have clear scope or which has evolving scope. However Agile doesn’t address about how one should manage the cost/effort against the change and in nutshell Agile talks/encourages the changes of the scope, Cost, effort and in reality as the project runs based on the budget and cost in most cases.  Agile can complement within the schedule/cost however there needs a cap for the cost and schedule to avoid the major creeps on the same. PMI standards protect the projects from these variances or it gives us the better predictability on the same.

Big Picture Vs Progressive evolution

One should have big picture in mind which is very important to achieve the final goal. While agile emphasize on changes and adaptiveness, it doesn’t define the boundary wherein PMI plays a key role . We can be adaptive to changes as long as it is within the final goal of big picture. Without having final frame in mind, one cannot evolve in the right direction which means PMI gives you the right direction to evolve rightly. To my view without high level plan in hand, running the project in agile may never predict any time. We need a high level plan to assess ourselves on where do we stand in terms of goal achievements.

Agility within the project (Scope, Cost & Schedule) is always recommendable so that we always have grip on the project. Project should aim for success and that success is defined based on Scope achievement within agreed time and cost factors. 

For Commerce or Camaraderie

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I am in the middle management and certainly at the crossroad when in conflict with customer and colleagues. This is not made up but picked right from one of the conversation, no, a heated discussion when a team member protested “aren't you supposed to stand by us?” averting their desperate look, I swivelled my chair and stared hard at the table with my eyes focus nowhere in particular but mind probing endless paradoxes and possibilities.  Stand by whom?  We will have to get educated not to take things personal but when someone slams ‘your idea makes no sense’, how can you detach and differentiate ‘it’s not me that’s criticized but my idea? So that means they are both different? Isn't my thought born out of me and interpreting as impersonal and remain impassive?” Impasse.  Don’t dismiss that as banal, as everyone without an exception, at some point in time have introspected on similar lines.

“Is it an individual’s interest or collective that matters? Should I have to prove standing by you? Client’s interest precedes and prevails above everything”, the hush in the room was so audible and I knew of touching a raw nerve, and their grievance wasn’t without ground. But if we start listening to such calls and concede ground on behalf of the crew, then there will be no option but pull the shutters down. Clients run the business – we manage. Attitude is all that counts. But a demoralized crew is more dangerous than a deadly weapon, and slighting their service will be huge let-down. So I counsel with an admission “agreed not all calls are fair but we should learn to overlook few just the same way they have accommodated our careless mistakes as ‘oversight’. Eventually business is about give and take, and no need to take things personally. It’s strictly professional. Alright, here is the call: prove them wrong by laying out the outline for closure and I will even it out.” Their eyes lit up. “Wait. What if we fail to deliver?” they sank into their seats. One developer took it up with me “we will deliver”. That’s the spirit. I wanted to hear that and those words only.

Management are sometime like middlemen who speak for both the side without letting the other down. Not fence sitters, but firmly on the ground. Project Managers must engage stakeholders, who are keen about the bottom line, while also ensuring the team’ morale never suffers at any cost nor become a casualty. It’s difficult to please everyone and unwise to even attempt or aspire. Set the priorities and take calculated risks.   It’s not like one’s interest should be affected in order to meet another – that’s a compromise. Make it a win-win for all. Successful Managers are those who factor both the interest – commerce and camaraderie and maintain to sustain a long standing relationship that’s rich in its yield [revenue from client and retention of employees].

The subject is dealt very well in Project Management Certification course, especially in Stakeholder Management, Human Resource Management. You might want to visit know more about our offering http://goo.gl/VljmtT

Risks Vs. Opportunities

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Risks Vs. Opportunities

What is Risk? Risk is an uncertainty which could lead to an impact (positive or negative) to the project. When we mention uncertainty, it is related to probability. When the impact of the probable event is positive we call that as opportunity and when it turns negative, we term that traditionally as “Risk” (Negative impact).

Does it mean should we care about only negative impacts or Risks? As much as Risks are important to monitor to minimize the probability and impact, its equally important to maximize the opportunity and the impact of positive impact.

Risk à Reduce Probability à Reduce the impact

Opportunity à Increase the Probability à Maximize the impact

Example, we send the RFP (Request for Proposal) to our customer to get the deal which definitely is very uncertain to get the deal and make the profit out of that.

What are the threats?

• Competitors are our threat who have same level of competency or more

What are the Risks and Opportunities?

•  commercially, if we spend money on developing prototype and the deal doesn’t materialize then it’s a loss to us. Hence developing prototype can be considered as Risk/Opportunity.
• hence, we should try to maximize the probability to get the deal

What are the Risks involved?

The Risks (Negative Impacts) as identified can be

• Loss in profit

How to reduce the Negative Impact ?

• Have alternate business plans
• Credibility with employees
• Have the backup plan for the resources

What are the Opportunities (positive Impact)?

• High chances to get the deal as we have all things ready
• Team motivation

How to increase the Positive Impact ?

• Create a prototype
• Resource Plan
• People, Software & Hardware
• Have the ramp up plan ready and it will be easy to kick off the project on time

Learn more about Risk and Opportunities by visiting our Project Management certification courses  http://goo.gl/fbuV2m

Quality Management – a test of the Tester

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The iron triangle of project management has scope+ time+ cost and at the core rests the Quality. Meaning none of the axes can be compromised, which consequently impact Quality adversely.

So what’s about Quality? Well, everything boils down to Quality. Standards are Quality measure. High standards attributes to High Quality.

Well, when thoughts transcend from personal experience as Project Manager, I always ensured the quality team has the final word on everything shipped much to the chagrin of the development team. They often sparred as to ‘who called the shots?’ and I will put my best foot forward “I do” to the eerie silence of the team.

A team is a bunch of individuals with their own talent, and that’s why we refer recruitment more as Talent Acquisition.  No matter the nomenclature associated, no two individuals are going to be the same. Like-minded perhaps, but unlikely twins in thoughts. So it’s a mixed pool. Fundamentally its still the make, sell, support, and the Quality team falls under the support bucket while developers act as the breadwinners in the ‘make’ stream, and hence feel privileged and even entitled.

At the inception of the project, when the Developers roll up the sleeves and get busy writing Unit Cases, testers too are full of activity preparing test cases. So the any claim of entitlement is very juvenile in judgement and I dare say never to expect anything additional other than the allocated.

One incident always enlivens and worth narrating. He was a super-duper geek that touching his code is deemed an insult. It’s like rinsed with Listerine mouth freshener every five minutes that the teeth are sparkling white and fragrant.  One should marvel at the pride taken in their work that they come down to challenge “check my code and any bug, I am toasted else you are roasted”. I found a demure girl, belying her age, walking up to the rock star “I am sorry but there seems to be a bug”. A volcano just erupted. When the pride is pricked, what else can you expect? Fireworks. I was observing the exchange from a distance but didn't intervene. They are professionals and ought to conduct like one. A dent to his dignity, he mounts a ferocious attack justifying every nook and corner while the tester patiently hears him out. After a full fifteen minutes of explanation, the girl calmly states “I understand but it’s a bug”. The developer slams his forehead and unloads a heap of curses in which one expletive burst out unbeknown. Now discipline and decorum can never be conceded at any cost.

Since the unfortunate exchange happened on the floor, the shrill pitch made heads turn around. The lady was unmoved and strangely didn't emote at all but retained her composure. The developer, in sharp contrast, was belligerent and a nervous wreck. However sharp you might be, team play takes prominence and position. Both approached my desk and my silence spelled ANGER. My glare at nowhere but all ears, I wanted to hear one word ‘sorry’ instead he defied everything that’s sacrosanct and conduct hardly propriety. I demanded ‘Apologize. Now’. It was not a counsel but a command, and reluctantly he budged and muttered the apology. He might be a rock star but that lady’s attitude made her much taller and he dwarfed in stature. I then requested the tester to walk through the bug and she clearly made her case which was watertight. Confounded with the bug and confused as how his code can be cracked, the developer was at his wits ends and close to tears. Passion is different to taking things personal. After all to err is human. Managing people is far too different and difficult than project. My call still remained unaltered ‘the tester will have the final word’ and pausing “if the client finds fault in the UAT [User Acceptance Testing], it will the tester who will be taken to task”. Even that developer smiled. Much rests on the shoulders of the tester who are gate-keepers. Nothing can or should slip or creep between their legs. With an eye for details and investigating instincts to sniff something unusual, they treat every test case as a suspect and once convinced of merits pass it for clearance. That tester demonstrated typical traits expected – the poise, politeness, profound knowledge, patience, perseverance, while the other (Developer) displayed pettiness.  Her signature statement was bereft of sentiment but well stated “I am more concerned about the Quality of the Project just as you are about the principles of Project Management.”

Well said!

Quality Management is a key knowledge area in PMP® Certification exam. For more details visit http://goo.gl/U4Rtez