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© 2007 QBS
The Only PgMPSM West of Ohio…
An Overview of PMI’s New Program Management Professional
(PgMPSM) Certification
November 1, 2007
Brian Grafsgaard, PgMP & PMPDirector Professional ServicesQuality Business Solutions (QBS)[email protected]
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© 2007 QBS
Agenda
o PMI Certifications Overview• CAPM®
• PMP®
• PgMPSM
• Why PgMPSM Credential?
o Program Management Context• Portfolio vs. Program vs. Project Management
o PgMPSM Certification Overview• Eligibility Requirements & Cost• Evaluation Process
– Application Review– Examination– Multi-Rater Assessment
o Summary
Goal is to educate you on new PgMPSM
credential so you can determine if it is
right for you.
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© 2007 QBS
Speaker Biography—Brian Grafsgaard
o Director of Professional Services at QBS• Minnetonka-Based Consulting Firm Established in 1998
– Program/Project Management and Solution Development & Integration– IT Service Portfolio/Catalog Definition and Service Request Management– Process Definition and Improvement
o Experience• 22+ Years Experience in Development & Integration of Technology
Solutions and Process Improvement Efforts
o PgMPSM Certification—June 2007• 7+ Years Program Management Experience in IT• Selected as 1 of 13 in North America to Help Write PgMPSM Exam• Selected as 1 of 100+ Worldwide to Participate in Certification Pilot
o PMP® Certification—March 1998• 16+ Years Project Management Experience
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© 2007 QBS
PMI Certifications Overview
o CAPM®—Certified Associate in Project Management• Recognizes Demonstrated Understanding of Fundamental
Knowledge, Processes, & Terminology as Defined in PMBOK—Project Management experience not required
• Candidates for CAPM® Credential:– Are team members who provide subject matter expertise (e.g., marketing,
finance, customer care, etc.)
– Serve as project team sponsors, facilitators, liaisons, or coordinators
– Especially Useful for Projects Leads / Coordinators & Business Analysts
• 2,892 worldwide*– 1.2% of PMI Members
* as of July 31, 2007
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© 2007 QBS
PMI Certifications Overview (continued)
o PMP®—Project Management Professional• Recognizes Demonstrated Understanding of Knowledge & Skill to
Lead and Direct Project Teams to Deliver Quality Results within Constraints of Time, Cost, and Scope—Project Management experience required
• Candidates for PMP® Credential:– Lead and direct cross-functional teams to deliver projects within the
constraints of schedule, budget and resources
– Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project
– Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined project requirements and deliverables
• 242,991 worldwide*– 99.1% of PMI Members
* as of July 31, 2007
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© 2007 QBS
o PgMPSM—Program Management Professional• Recognizes Demonstrated Experience, Knowledge, & Performance in
Achieving Organizational Objectives through Definition and Oversight of Projects and Resources—Program & Project Management experience required
• Candidates for PgMPSM Credential:– Coordinate management of multiple related projects directed toward
strategic business & organizational objectives– Maintain alignment of program scope with strategic business objectives– Build credibility, establish rapport, & maintain communication with
stakeholders at multiple levels inside & outside organization– Define and initiate projects and assign project managers to manage cost,
schedule and performance of component projects– Coordinate effective resource sharing among constituent projects
• 31 worldwide*– .013% of PMI Members
PMI Certifications Overview (continued)
* as of Sept. 30, 2007
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© 2007 QBS
PMI Certifications Overview (continued)
o PgMPSM vs. PMP®
PgMPSM PMP®
� Responsible for individual projects� ��������������������� ���� �������� ����� ����� ���� ���� �� ���� ��� ��
� Manages projects to stay within specified scope, budget and timeline
� Demonstrates sufficient knowledge and experience to make decisions that advance strategic objectives
� Responsible for overall project success�Works to ensure ultimate success of the overall program
� Responsible for leading and directing project tasks
� Manages a group of projects that are directed toward a common organizational objective
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© 2007 QBS
Why PgMPSM Credential?
o Market & Role Delineation Studies• 2004 PMI Market Survey
– 97%—Program Management skills are valuable to organizations
– 83%—Program Management credential likely to help practitioners achieve better performance and results
– 67%—Strongly suggest that all of their program managers obtain Program Management credential
– 30% of PMPs perform Program / Portfolio Management related tasks
• 2005 PMI Professional Credentialing Survey– 91%—Education in (and validation of) Program Management skills would
benefit employer organizations
– 87%—Recommended PgMPSM credentialing for their organization
In short, studies have verified that there is a clear delineation in roles. Studies have also demonstrated that need and market existed for credential.
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© 2007 QBS
Program Management Context
o Portfolio Management• Centralized, coordinated management of programs, projects, and on-
going operational work to achieve strategic business objectives– Identify, categorize, evaluate, select, prioritize, authorize, terminate and
review various portfolio components to ensure alignment with current and future business strategy and goals
o Program Management• Centralized, coordinated management of multiple related projects to
achieve strategic objectives—aligned with the portfolio—by enhancing o developing organizational capabilties– Identify, rationalize, monitor, and control interdependencies between
projects and manage issues escalated from constituent projects
– Optimize costs, schedules, effort and staffing across program
– Consider full life cycle of products / services being implemented, including ongoing operations and management (e.g., upgrades or additional releases) to sustain benefits
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© 2007 QBS
Program Management Context (continued)
o Program Management (continued)
• Introduces three critical management themes:1. benefits management—develop & execute benefits realization plan—see
APPENDIX C for illustration
2. stakeholder management—proactively manage expectations across organization (including—especially—Senior Management)
3. program governance—implement governance board/phase-gate reviews
o Project Management• Management of discrete efforts to deliver incremental benefits
through creation of quality product or services within constraints of time, cost, and scope
Portfolio Management helps organizations do the right work. Program & Project Management helps organizations do the work right.
See APPENDICES A & B for Further Comparison
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© 2007 QBS
PgMPSM Certification Overview
o Eligibility Requirements—Educational and Professional
o Cost• $1,500 Credential Fee to Complete Three-Step Evaluation Process
– $700 refund provided if you fail first step
NOTE: PMP® Certification is not required for PgMPSM certification but Project Management experience and knowledge is.
Minimum 7 Years (10,500 hours) non-overlapping experience
Minimum 4 Years (6,000 hours) non-overlapping experience
without Bachelors Degree
Minimum 4 Years (6,000 hours) non-overlapping experience
Minimum 4 Years (6,000 hours) non-overlapping experience
Bachelors Degree
Program Management Experience
Project Management Experience
Educational Background
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© 2007 QBS
PgMPSM Certification Overview (continued)
o Three Step Evaluation Process1.Application Review
– Work Experience Verified and Assessed• Project & Program Management Experience Verified by PMI—may be audited
• Program Management Experience Assessment by Program Manager Panel
• Based on Eight Experience Summary Statements—see APPENDIX D
2.Examination– 170 Multiple-Choice Questions—150 scored & 20 in pretest
• 4-hour Time Limit
• Primarily Scenario-Based—describe situation and ask questions about it
• Primarily Program Management Questions with some Project Management
3.Multi-Rater Assessment– Similar to 360o Review
• Self / 1 Manager / 4 Peers / 4 Direct Reports / 3 Professional References
• 74 Questions Relating to Program Management Competencies
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© 2007 QBS
PgMPSM Certification Overview (continued)
o Three Step Evaluation Process Detail1.Application Review
– Application / Experience Verification Form Requires Details• Project Description and Contact Info for Sponsor, Manager, Client, or Primary
Stakeholder for each Project—4 non-overlapping years of experience
• Program Description and Contact Info for Client, Director/Manager, or Primary Stakeholder for each Program—4 or 7 non-overlapping years of experience
• Strategic Goals of Program
• Program Budget
• Number of Project Managers and Direct Reports
• Total Hours by Program Domain—Defining, Initiating, Planning, Executing, Controlling, and Closing the Program
• Details—including Project Manager Contact Info—for at Least Two Projects Associated with the Program
Completing the application can take considerable effort! Be prepared!
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© 2007 QBS
PgMPSM Certification Overview (continued)
o Three Step Evaluation Process Detail (continued)
2.Examination– Based on PgMPSM Examination Specification Which Describes Program
Management Activities & Competencies by Performance Domain
– Exam Questions• Satisfy Test Specifications Outlined in PgMPSM Examination Specification
• Referenced to Current Program & Project Management Textbooks & Periodicals
• Developed & Independently Validated by Global Program Management Content Experts
• Monitored through Psychometric Analysis & Continually Updated
8%Closing the Program
21%Controlling the Program
25%Executing the Program
20%Planning the Program
12%Initiating the Program
14%Defining the ProgramReview PgMPSM Credential
Handbook and PgMPSM
Examination Specification and study PMBOK Guide—Third
Edition and Standard for Program Management to prepare.
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© 2007 QBS
PgMPSM Certification Overview (continued)
o Three Step Evaluation Process Detail3.Multi-Rater Assessment
– Similar to 360o Review• Web-Based Survey of 74 Questions Relating to Program Management
Competencies & Tasks Outlined in PgMPSM Examination Specification
• Candidate Selects Reviewers Based on:
• Willingness to fill out survey / review
• Ability to verify candidate’s work as completely as possible
• Knowledge of quality of candidate’s work as Program Manager
• Ability to be objective and provide meaningful feedback on capabilities
• Must have minimum number of responses to pass
• A high number of “Don’t Knows” or “N/As” will invalidate assessment
For further information refer to the PgMPSM Credential Handbook on the PMI website at http://www.pmi.org/PDF/PgMP%20Handbook%202007.pdf.
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© 2007 QBS
Summary
o Program Management is a Discipline• Program Management is Clearly Different than Project Management
o Market Values Program Management Credential• Several Studies Conducted by PMI Confirm Need
• Certain to Become Recognized Standard for Program Management
o PgMPSM Credential Will be More Challenging to Obtain• Three-Step Evaluation Process
– Must Pass Each Stage to Continue
– Requires Focus and Determination—can take 2 – 3 months to complete
– Study The Standard for Program Management and Other Publications
If you meet the eligibility requirements I strongly recommend that you apply! Although it is challenging, it is also a very rewarding experience.
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© 2007 QBS
APPENDIX A
o Portfolio vs. Program vs. Project Management
* as of July 31, 2007
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© 2007 QBS
APPENDIX B
o Portfolio vs. Program vs. Project Management
* as of July 31, 2007
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© 2007 QBS
Project E
APPENDIX C
o Program vs. Project Benefits Realization
End of Stage 1
End of Stage 2
End of Stage 3
Project A
Project B
Project C
Project D
Project F
Project G
TRANSITION
TRANSITION
Benefits RealizedBenefits Realized
Benefits Realized
TRANSITION
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© 2007 QBS
APPENDIX D
o Three Step Evaluation Process Detail• Program Management Experience Summary Statements
1. Describe the characteristics of a program that you managed and that consisted of multiple related projects
2. Describe how you managed your program that spanned functions, organizations, geographic regions, and cultures
3. Describe how you built and maintained credibility and rapport with all internal and external stakeholders within the program that you managed
4. Describe how you selected and assigned project managers to component projects
5. Describe how your program stayed in alignment with strategic business and/or organizational objectives
6. Describe how you controlled your program’s scope 7. Describe how you integrated projects to the overall benefit of your program8. Choose four of the following areas to demonstrate how you applied your
advanced skills to your program—Finance, Cross-Cultural Awareness, Leadership, Communication, Influence, Negotiation, Conflict Resolution
