The years seem to have flown by, and it’s that time again to complete my Continuing Certification Requirements for my PMP cert.
I randomly searched the web for PMP courses, then found myself back at PMI.org “Searching Activities”. Seems like the easiest way to lookup activities because they define the activities, and the correlated list of Professional Development Units, categorized by:
- Strategic & Business
Based on the activities I’ve already completed, my majority of work has been accomplished in the Technical category. I need to focus on attaining Leadership and Strategic & Business categories.
Here are a few activities I thought were interesting. Appreciate your feedback on these courses, or others relating to Leadership or Strategic & Business.
This online course is designed to help Agile practitioners decipher and solve the problems that arise regularly in their work. The course consists of 20 short case studies that test the student’s understanding of Agile practices and provide guidance for resolving common problems
Technical: 2.00 Leadership: 2.00
This online course is designed to help Agile proponents recognize and resolve many of the common integration issues that emerge when these two methodologies are combined. The course consists of 20 short case studies that simulate the communication and interchanges that can occur as Agile and Waterfall practitioners work to resolve differences in the ways that they see and execute tasks.
Technical: 1.00 Leadership: 1.00 Strategic & Business: 1.00
The agile philosophy in software development and in management is one of flexibility and responsiveness, increased communication and just in time decision making, and the removal of barriers of bureaucracy between the business problem and the solution. The agile approach appears to be in direct opposition to intermediaries and interpreters. Extended analytical processes are replaced by short delivery cycles. Business analysts, acting as intermediaries between those with the problem and those with the solution, providing analysis of the business processes and defining requirements that delineate the solution, may find their role evaporating in the agile sunlight. Is the role of business analyst being marginalized by agile development? What does the business analyst do in the new agile environment?
Technical: 5.50 Leadership: 4.50 Strategic & Business: 2.00
Risk management is a key function in project management. Project managers should be able to apply a variety of risk-management tools in their work, including performing risk identification, quantification, response, monitoring, and control.
Technical: 3.00 Leadership: 3.00 Strategic & Business: 4.00
As a project leader you need to be able to distinguish between when conflict is healthy and when it’s damaging to relationships and productivity. In this course, authored by Cornell Instructor Robert Newman, you’ll learn to identify various causes and sources of conflict and learn to foster healthy disagreement within a project team.
Leadership: 5.00 Strategic & Business: 1.00
Software componentization has made software more unpredictable because unforeseen conditions can cause components to interact in ways we hadn’t imagined. Greater complexity, increased user expectations, and our desire to use agile with ever increasing velocity require that we actively manage uncertainties and risks. Classic risk management identifies risks and prioritizes them to determine impact to the project, but how does that differ in an agile project? Agile is designed to handle uncertainty in requirements as new features are requested and priorities shift. What about the uncertainties outside of requirements changes? Understanding those risks even before the project gets started—and those that can possibly derail the project after delivery—is critical. Phil Lew and Moss Drake provide insight into the uncertainties and risks involved in agile software projects and supplements classic risk management approaches with how and when to apply within an agile process.