allPM Today April 2010, Issue 116, Frank P. Saladis, Editor

April 2010, Issue 117, Frank P. Saladis, Editor

President and Chief Executive Officer of IIL
E. LaVerne Johnson

Senior Executive
Director of IIL
Dr. Harold Kerzner

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In this Issue:

*allPM's Letter from the Editor, Frank P. Saladis, PMP

*allPM February/March Poll Results and New Poll Question

*Theme of the Month: PM and Professional & Social Responsibility

Ethic, Values, and Project Managers
By Frank P. Saladis, PMP

*Responsibility??!!!
By Angyne Schock-Smith, PMP
By Harry Rever, PMP – Director of Six Sigma, IIL

*Professional and Social Responsibility
By Bill Richardson, PMP

*Example of Capturing Lessons Learned for a Course Development Program
By George Bridges, PMP and Angyne Shock-Smith, PMP

*The Benefits of Becoming a Six Sigma Black Belt
By Harry Rever, PMP – Director of Six Sigma

*Managing the Stakeholder – the Negative Kind as well as the Supportive Kind - Part 3
By George Bridges, PMP

*It's Pretty Risky to Implement Changes without First Verifying or Validating those Changes Work
By Harry Rever, PMP – Director of Six Sigma

*Effective Project Leadership – Enhancing Project Team Competency and Effectiveness
By Frank P. Saladis, PMP

*Principios básicos para tratar con los Ejecutivos
By Por Rafael Ruiz, PMP

*Risk Doctor: The Definition Debate – Continued
By Dr. David Hillson, PMP, FAPM

Past Issues- Archives

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Theme of the Month: PM and Professional & Social Responsibility

From the Editor's Desk— Frank P. Saladis, PMP

This month, allPM is focusing on a unique topic – Professional and Social Responsibility. Most professions subscribe to some form of code of conduct or guiding principles to keep their practitioners and professionals on a path of integrity, respect, and honesty. It is appropriate for those in the field of project management to have some type of code ethics that will provide confidence among the many organizations who work with project managers that they will be treated fairly, that work will be conducted professionally and that issues will be managed effectively and expeditiously.

Read more >>

February/March Poll Results

How often is the "right person" selected to manage your organization's projects?

a) 95-100% - the right person is nearly always select - 3.37 % (3)
b) 75-95% - the right person is selected in most cases - 21.35 % (19)
c) 50-75% - there is a good chance it is right person - 33.71 % (30)
d) <50% - unlikely that a qualified PM is assigned - 41.57 % (37)
The April poll question is:

How important has sustainability become as a key factor in organizational strategic planning?

a) Very - a key factor in strategic planning
b) Somewhat - a discussion item with some relevance
c) Low - Not a big factor but may influence decisions
d) Not a factor in the planning and decision process

If you have not already done so, please stop by allPM.com and add your opinion today.
Test your PM knowledge. allPM will be posting sample PMP test questions and answers daily. Don’t miss out - visit allPM today.

Ethic, Values, and Project Managers
By Frank P. Saladis, PMP

Those of you who have either taken and successfully passed the Project Management Professional (PMP®) exam or are in the process of studying for the exam are aware that a portion of the exam is associated with a specific topic referred to as Professional and Social Responsibility. The questions related to this “domain” of project management refer to values, ethics, legal issues, and cultural sensitivity.

Responsibility??!!!
By Angyne Schock-Smith, PMP

If you are not a US-based “baby boomer,” you may not understand this reference, so let me start this article with a bit of background. The reference is based on a piece of “baby boomer” lore – a situational comedy (sitcom) called “The Many Loves of Dobie Gillis.” Just trust me for a few paragraphs. I hope you will agree that it was worth the trip!!

Professional and Social Responsibility
By Bill Richardson, PMP

There is a quote from Martin Luther King that I consistently use in my leadership programs – “The time is always right to do what is right.”

What coaching and instructing in the area of leadership has taught me is the importance of character to convincing people to commit to either your vision or you as a leader.

Example of Capturing Lessons Learned for a Course Development Program
By George Bridges, PMP and Angyne Shock-Smith, PMP

The PMI Code of Ethics and Professional Conduct describes the expectations and behaviors that apply to all PMI members, non-members who hold or who are seeking a PMI credential, or non-members who serve PMI in a volunteer capacity.

The Benefits of Becoming a Six Sigma Black Belt
By Harry Rever, PMP – Director of Six Sigma

Is becoming a certified Six Sigma Black Belt something you should consider? Well, that depends, of course, on what kind of person you are and what you want to do with your career. The SSBB certainly isn’t for everyone. For most people, the PMP and/or the Six Sigma Green Belt certification are all they will ever want or need.

Managing the Stakeholder – the Negative Kind as well as the Supportive Kind - Part 3
By George Bridges, PMP

I have outlined a series of articles to discuss the topic of stakeholder management in a project environment. As we stated in Part 1 of this series; Stakeholder Management can be described by using the following diagram (Figure 1), developed by Dr. Harold Kerzner, Senior Executive Director with International Institute for Learning, Inc:

It's Pretty Risky to Implement Changes without First Verifying or Validating those Changes Work
By Harry Rever – Director of Six Sigma

A project manager, Maria, runs into resistance trying to get her project recommendations implemented. An internal Six Sigma Black Belt, Will, tries to offer some advice.

Effective Project Leadership – Enhancing Project Team Competency and Effectiveness
By Frank P. Saladis, PMP

From my perspective, the project manager is placed in a leadership position. The size and complexity of the project is not the issue. People can provide leadership value regardless of project size or actual position in an organizational hierarchy. The key element here is whether or not an individual is creating value or as John C. Maxwell states,” creating authentic leadership.”

Principios básicos para tratar con los Ejecutivos
By Por Rafael Ruiz, PMP

Introducción
En el ámbito de la Administración de Proyectos, los ejecutivos son aquellas personas que ocupan los niveles jerárquicos superiores en la organización que realiza el proyecto. En general, los ejecutivos se consideran dentro del conjunto de los interesados (stakeholders).

Risk Doctor: The Definition Debate – Continued
By Dr. David Hillson, PMP, FAPM

Most of us had hoped that the debate about how to define a risk was settled. This was a “hot topic” around the turn of the century, particularly focused on the question of whether the concept of risk should include opportunity as well as threat, or whether risk was exclusively negative.

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